漢譯英：都市寸土千金，地價炒得越來越高。今后將更高。擁有一個小小花園的希望，對尋常之輩不啻是一種奢望，一種夢想。我想，其實誰都有一個小小花園，這便是我們的內心世界。人的智力需要開發，人的內心世界也是需要開發的。 人和動物的區別，除了眾所周知的諸多方面，恐怕還在于人有內心世界。 心不過是人的一個重要臟器， 而內心世界是一種景觀， 它是由外部世界不斷地作用于內心漸漸形成的。每個人都無比關注自己及至親至愛之人心臟的健損， 以至于稍有微疾便惶惶不可終日。但并非每個人都關注自己及至親至愛之人的內心世界的陰晴。
I think everyone, in effect, has a small garden or a flower bed of his own, namely, our inner world. Just as there is a need for human beings to tap into their own intelligence, so is the case with their inner world. What distinguishes between human beings and animals, apart from the various aspects which are universally known, may probably be in that human beings have an inner world. Heart is no more than an important organ whereas the inner world constitutes a landscape, which gradually takes its shape under the continuous influence from the outside world. So great is the importance that everyone attaches to the physical condition of his own heart or those of his closest and dearest ones that merely a minor disease would enduringly weigh on his mind.
暫無解析
漢譯英：暮色中，河灣里落滿云霞，與天際的顏色混合一起，分不清哪是流云哪是水灣。也就在這一幅絢爛的圖畫旁邊，在河灣之畔，一群羊正在低頭覓食。它們幾乎沒有一個顧得上抬起頭來，看一眼這美麗的黃昏。也許它們要抓緊時間，在即將回家的最后一刻再次咀嚼。這是黃河灘上的一幕。牧羊人不見了，他不知在處歇息。只有這些美生靈自由自在地享受著這個黃昏。這兒水草肥美，讓它們長得肥滾滾的，像些胖娃娃。如果走近了，會發現它們那可愛的神情，潔白的牙齒，那豐富而單純的表情。如果稍稍長久一點端詳這張張面龐，還會生出無限的憐憫。
Writing:
The present world witnesses invention and use of various robots, some of whom even can play games with human and defeat the latter. Such being the case, many are worried that robots will surpass human beings in intelligence and enslave them, while others believe that the human mind will always be superior to machines because machines are only tools of human minds. What is your opinion? Write an essay of about 400 words.
In the first part of your essay you should state clearly your main argument, and in the second part you should support your argument with appropriate details. In the last part you should bring what you have written to a natural conclusion or make a summary.
You should supply an appropriate title for your essay.
Marks will be awarded for content, organization, grammar and appropriateness. Failure to follow the above instructions may result in a loss of marks.
The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise ; and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bitsm of data and practice into an integrated picture, often in an Aha! experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later.Analysis is inextricably tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout theircompanies and organizations not by analyzing aproblematic situation and then acting, butby acting and analyzing in close concert.Given the great uncertainty of many of the management issues that they face, seniormanagers often instigatea course of action simply to learn more about an issue. They thenuse the results of the action to develop a more complete understanding of the issue. Oneimplicationof thinking/actingcycles is that action is often part of definingthe problem,not just of implementing the solution.
1. According to the text, senior managers use intuition in all of the following ways EXCEPT to
[A] Speed up of the creation of a solution to a problem.
[B] Identify a problem.
[C] Bring together disparate facts.
[D] Stipulate clear goals.
2. The text suggests which of the following about the writers on management mentionedin line 1, paragraph 2
[A] They have criticized managers for not following the classical rational model ofdecision analysis.
[B] They have not based their analyses on a sufficientlylarge sample of actual managers.
[C] They have relied in drawing their conclusions on what managers say rather than onwhat managers do.
[D] They have misunderstood how managers use intuition in making business decisions.
3. It can be inferred from the text that which of the following would most probablybe one major differencein behavior between Manager X, who uses intuitionto reach decisions,and Manager Y, who uses only formal decision analysis
[A] Manager X analyzes first and then acts; Manager Y does not.
[B] Manager X checks possiblesolutions toa problem by systematicanalysis ; ManagerY does not.
[C] Manager X takes action in order to arrive at the solution to a problem; ManagerY does not.
[D] Manager Y draws on years of hands-on experience in creatinga solutionto a problem ;Manager X does not.
4. The text provides support for which of the following statements
[A] Managers who rely on intuition are more successful than those who rely on formaldecision analysis.
[B] Managers cannot justify their intuitive decisions.
[C] Managers'' intuition works contrary to their rational and analytical skills.
[D] Intuitionenables managers to employ theirpracticalexperience more efficiently.
5. Which of the following best describes the organization of the first paragraph of the text
[A] An assertion is made and a specific supporting example is given.
[B] A conventional model is dismissed and an alternative introduced.
[C] The results of recent research are introduced and summarized.
[D] Two opposing points of view are presented and evaluated.
Idon’thaveas______moneyasbefore,butmylifeismore______.
______theyaretwinsisters,theydon’tlooklikeeachother.
