MBA联考模拟联盟第二周英语Word格式.docx
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MBA联考模拟联盟第二周英语Word格式.docx
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__6__
ofwhatheisabouttodo.Togetherwithanothertwoscientists,heispublishingapaperwhichnotonly
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thatonegroupofhumanityismoreintelligentthantheothers,butexplainstheprocessthathasbroughtthisabout.Thegroupin
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areaparticularpeopleoriginatedfromcentralEurope.Theprocessisnaturalselection.专
ThisgroupgenerallydowellinIQtest,
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12-15pointsabovethe
__10__
valueof100,andhavecontributed
__11__
totheintellectualandculturallifeoftheWest,asthe
__12__
oftheirelites,includingseveralworld-renownedscientists,__13__.Theyalsosuffermoreoftenthanmostpeoplefromanumberofnastygeneticdiseases,suchasbreastcancer.Thesefacts,__14__,havepreviouslybeenthoughtunrelated.Theformerhasbeen
__15__
tosocialeffects,suchasastrongtraditionof
__16__
education.Thelatterwasseenasa(an)
__17__
ofgeneticisolation.Dr.Cochransuggeststhattheintelligenceanddiseasesareintimately__18__.Hisargumentisthattheunusualhistoryofthesepeoplehas
__19__
themtouniqueevolutionarypressuresthathaveresultedinthis
__20__
stateofaffairs.
研
共
1.
[A]selected
[B]prepared
[C]obliged
[D]pleased200092
2.
[A]unique
[B]particular
[C]special
[D]rare正门对面
3.
[A]of
[B]with
[C]in
[D]against33623037
4.
[A]subsequently
[B]presently
[C]previously
[D]lately33623037
5.
[A]Only
[B]So
[C]Even
[D]Hence课
6.
[A]thought
[B]sight
[C]cost
[D]risk课
7.
[A]advises
[B]suggests
[C]protests
[D]objects
共济
8.
[A]progress
[B]fact
[C]need
[D]question共济网
9.
[A]attaining
[B]scoring
[C]reaching
[D]calculating共
10.
[A]normal
[B]common
[C]mean
[D]total正门
11.
[A]unconsciously
[B]disproportionately正门对面
[C]indefinitely
[D]unaccountably
12.
[A]missions
[B]fortunes
[C]interests
[D]careers
13.
[A]affirm
[B]witness
[C]observe
[D]approve
14.
[A]moreover
[B]therefore
[C]however
[D]meanwhile
15.
[A]givenup
[B]gotover
[C]carriedon
[D]putdown
16.
[A]assessing
[B]supervising
[C]administering
[D]valuing
17.
[A]development
[B]origin
[C]consequence
[D]instrument
18.
[A]linked
[B]integrated
[C]woven
[D]combined
19.
[A]limited
[B]subjected
[C]converted
[D]directed
20.
[A]paradoxical
[B]incompatible
[C]inevitable
[D]continuous
SectionⅡReadingcomprehension(50points)
PartA
Readthefollowingfourpassages.AnswerthequestionsbeloweachpassagebychoosingA,B,CandD.MarkyouranswersonANSWERSHEET1.(40points)
Text1
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.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdataandpracticeintoanintegratedpicture,ofteninanAha!
experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.
Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.
Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.
21.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto
[A]speedupofthecreationofasolutiontoaproblem.
[B]identifyaproblem.
[C]bringtogetherdisparatefacts.
[D]stipulatecleargoals.
22.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2?
[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.
[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.
[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.
[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.
23.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis?
[A]ManagerXanalyzesfirstandthenacts;
ManagerYdoesnot.
[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;
[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;
[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;
ManagerXdoesnot.
24.Thetextprovidessupportforwhichofthefollowingstatements?
[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.
[B]Managerscannotjustifytheirintuitivedecisions.
[C]Managers'
'
intuitionworkscontrarytotheirrationalandanalyticalskills.
[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.
25.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext?
[A]Anassertionismadeandaspecificsupportingexampleisgiven.
[B]Aconventionalmodelisdismissedandanalternativeintroduced.
[C]Theresultsofrecentresearchareintroducedandsummarized.
[D]Twoopposingpointsofviewarepresentedandevaluated.
Text2
BernardBailynhasrecentlyreinterpretedtheearlyhistoryoftheUnitedStatesbyapplyingnewsocialresearchfindingsontheexperiencesofEuropeanmigrants.Inhisreinterpretation,migrationbecomestheorganizingprincipleforrewritingthehistoryofpre-industrialNorthAmerica.Hisapproachrestsonfourseparatepropositions.
ThefirstoftheseassertsthatresidentsofearlymodernEnglandmovedregularlyabouttheircountryside;
migratingtotheNewWorldwassimplyanaturalspillover.AlthoughatfirstthecoloniesheldlittlepositiveattractionfortheEnglish-theywouldratherhavestayedhome-bytheeighteenthcenturypeopleincreasinglymigratedtoAmericabecausetheyregardeditasthelandofopportunity.Secondly,Bailynholdsthat,contrarytothenotionthatusedtoflourishinAmericahistorytextbooks,therewasneveratypicalNewWorldcommunity.Forexample,theeconomicanddemographiccharacterofearlyNewEnglandtownsvariedconsiderably.
Bailyn'
sthirdpropositionsuggesttwogeneralpatternsprevailingamongthemanythousandsofmigrants:
onegroupcameasindenturedservants,anothercametoacquireland.Surprisingly,Bailynsuggeststhatthosewhorecruitedindenturedservantswerethedrivingforcesoftransatlanticmigration.Thesecolonialentrepreneurshelpeddeterminethesocialcharacterofpeoplewhocametopre-industrialNorthAmerica.Atfirst,thousandsofunskilledlaborerswerer
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