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John'sscoreonthetestisthehighestintheclass;（）helastnight.

YouthatlettertoJames.However，yodidn't（）.

Alltheir__havebeenshownupbytheirowndeeds.

Californiaisalandofvarietyandcontrast.Almosteverytypeofphysicallandfeature，sortofarcticicefieldsandtropicaljunglescanbefoundwithinitsborders.Sharplycontrastingtypesoflandoftenlieveryclosetooneanother.PeoplelivinginBakersfield，forinstance，canvisitthePacificOceanandthecoastalplain，thefertileSanJoaquinValley，thearidMojaveDesert，andthehighSierraNevada，allwithinaradiusofabout100miles.Inotherareasitispossibletogosnowskiinginthemorningandsurfingintheeveningofthesameday，withouthavingtotravellongdistance.ContrastaboundsinCalifornia.ThehighestpointintheUnitedStates(outsideAlaska)isinCalifornia，andsoisthelowestpoint(includingAlaska)。MountWhitney，14，494feetabovesealevel，isseparatedfromDeathValley，282feetbelowsealevel，byadistanceofonly100miles.Thetwoareashaveadifferenceinaltitudeofalmostthreemiles.Californiahasdeep，clearmountainlakeslikeLakeTahoe，thedeepestinthecountry，butitalsohasshallow，saltydesertlakes.IthasLakeTulainyo，12，020feetabovesealevel，andthelowestlakeinthecountry，theSaltonSea，236feetbelowsealevel.Someofitslakes，likeOwensLakeinDeathValley，arenotlakesatall：theyaredrieduplakebeds.Inadditiontomountains，lakes，valleys，deserts，andplateaus，CaliforniahasitsPacificcoastline，stretchinglongerthanthecoastlinesofOregonandWashingtoncombined.

1.WhichofthefollowingisthelowestpointintheUnitedStates?

A.LakeTulainyoB.MojavedesertC.DeathValleyD.TheSaltonSea

2.WhereisthehighestpointintheUnitedStateslocated?

A.LakeTahoe.

B.SierraNevada.C.MountWhitney.

D.Alaska.

3.HowfarawayisDeathValleyfromMountWhitney?

A.About3miles.

D.14，494feet.

4.WhichofthefollowingisNOTmentionedinthepassageasbeingwithinaradiusofabout100milesofBakersfield?

A.ThePacificOcean.

B.SanJoaquinValley.

C.MojaveDesert.

D.OregonandWashington.

5.WhichstatementbestdemonstratesthatCaliforniaisalandofvarietyandcontrast?

A.ThehighestlakeinCaliforniaisLakeTulainyo.

B.ItispossibletogosurfingandsnowskiinginsomepartsofCaliforniawithouthavingtotravellongdistance.

C.SierraNevada，SanJoaquinValley，MojaveDesertandthePacificOceanallliewithinaradiusofabout100miles.

D.OwensLake，inDeathValley，isnotreallyalakeatall.

Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.

1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto

[A]Speedupofthecreationofasolutiontoaproblem.

[B]Identifyaproblem.

[C]Bringtogetherdisparatefacts.

[D]Stipulatecleargoals.

2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2

[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.

[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.

[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.

[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.

3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis

[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.

[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.

[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.

[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.

4.Thetextprovidessupportforwhichofthefollowingstatements

[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.

[B]Managerscannotjustifytheirintuitivedecisions.

[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.

[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.

5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext

[A]Anassertionismadeandaspecificsupportingexampleisgiven.

[B]Aconventionalmodelisdismissedandanalternativeintroduced.

[C]Theresultsofrecentresearchareintroducedandsummarized.

[D]Twoopposingpointsofviewarepresentedandevaluated.