单选题Many successful business executives do not follow the standard method for problem solving in business. Typically, business schools teach their students to first clarify goals, assess the problem, formulate options and estimate the chances of success before making a decision. Conversely, many real world business decisions are made based on what some senior executives call intuition (直觉). They use hunches (预感) and educated guesses to manage large global companies where different departments, networks of information, and complex chains of command force today's manager to integrate action into the process of analysis. Historically, business writers have recognized that some managers rely heavily on intuition. For the most part, however, business writers and the faculty at business schools often display a poor grasp of what intuition is and how it is used. Instead, they see it as the opposite of rationality. More recent research, however, demonstrates that executive intuition is not that case. Rather, executives use intuition in a number of ways. First, they intuitively sense when a problem exists. They then rely on intuition to implement well-learned responses quickly. This type of decision-making process is based on years of practice, hand-on experience, and a finely practised sense of when to make a quick decision and when to wait for more information. Intuition also allows executives to make decisions based on the "big picture": a complete integrate understanding of how decisions will affect all facets of the business enterprise. In this way, some managers use intuition as a kind of "gut check" on the results of more rational analysis. Finally, in today's fast-paced business world, intuition allows managers to make decisions quickly and effectively without relying on costly and time-consuming in-depth analyses. One of the implications of this style of management is that thinking cannot be separated from acting. "I often know what the answer is even before I see the analysis," says one sales manager, "sometimes in business you need to cat first and explain your actions later." Given the uncertainty of many of the management issues that they face, senior managers often take a course of action simply to learn more about an issue. Action actually helps them develop a more complete understanding of the issue. With more and more companies relying on their executives to see the "big picture" and think outside the box, traditional decision-making strategies may be one of the casualties (牺牲品) of globalization.

单选题The advertised position is for a(n)________.

单选题What does the expression "fall flat" in the last paragraph probably mean based on the context?

单选题As the chairman of the students' union, Thomas was said __________ other students in need.

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单选题What is the main topic of the passage?

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单选题It was the first time that such a ______ had to be taken at a British nuclear power station. A. presentation B. precaution C. preparation D. prediction

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单选题An industrial society, especially one as centralised and concentrated as that of Britain, is heavily dependent on certain essential services, for instance, electricity supply, water, rail and road transport, the harbours. The area of dependency has widened to include removing rubbish, hospital and ambulance services, and, as the economy develops, central computer and information services as well. If any of these services ceases to operate, the whole economic system is in danger. It is this interdependency of the economic system which makes the power of trade unions such an important issue. Single trade unions have the ability to cut off many countries" economic blood supply. This can happen more easily in Britain than in some other countries, in part because the labour force is highly organized. About 55 percent of British workers belong to unions, compared to under a quarter in the United States. For historical reasons, Britain"s unions have tended to develop along trade and occupational lines, rather than on an industry-by-industry basis, which makes a wages policy, democracy in industry and the improvement of procedures for fixing wage levels difficult to achieve. There are considerable strains and tensions in the trade union movement, some of them arising from their outdated and inefficient structure. Some unions have lost many members because of industrial changes. Others are involved in arguments about who should represent workers in new trades. Unions for skilled trades are separate from general unions, which means that different levels of wages for certain jobs are often a source of bad feeling between unions. In traditional trades which are being pushed out of existence by advancing technologies, unions fight for their members" disappearing jobs to the point where the jobs of other unions" members are threatened or destroyed. The printing of newspapers both in the United States and in Britain has frequently been halted by the efforts of printers to hold on to their traditional highly-paid jobs. Trade unions have problems of internal communication just as managers in companies do, problems which multiply in very large unions or in those which bring workers in very different industries together into a single general union. Some trade union officials have to be reelected regularly; others are elected, or even appointed, for life. Trade union officials have to work with a system of "shop stewards" in many unions, "shop stewards" are workers elected by other workers as their representatives at factory or works level.

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单选题Directions: In this section, you will hear 8 short conversations and 2 long conversations. At the end of each conversation, one or more questions will be asked about what was said. "Both the conversation and the questions will be spoken only once. After each question there will be a pause. During the pause, you must rend the four choices marked A), B), C) and D), and decide which is the best answer. Then mark the corresponding letter on the Answer Sheet 2 with a single line through the centre.