单选题The scents of the flowers was______to us by the breeze.

单选题She should be ______ and not make unreasonable demands. A. sensational B. sensible C. sensitive D. sensual

单选题If you don't eat enough fruit and vegetables, you may suffer from a vitamin ______.

单选题It is absolutely true today that college degrees have become a valuable ______ for jobseekers in the country's developing market economy.

单选题The doctor ______a medicine for the child's stomach pains.

单选题His family was subjected to a (n) ______attack by the gang.

单选题All employees will be ______ to learn and use the new computer system if we want to increase our productivity.

单选题The teacher will punish ______comes late.

单选题We ______ the letter yesterday, but it didn't arrive.

单选题Passage Two Of all the catastrophes that could befall America in coming years, a big terrorist attack, perhaps even bigger than those on September 11 th 2001, may be more likely than others. Who would pay for the millions in property damage, business losses and other claims from such an attack? This is the question with which America's Congress is currently wrestling. The Terrorism Risk Insurance Act (TRIA) was passed as a temporary measure after September 11th to provide a government back-stop for the insurance industry in the event of a catastrophic attack. It now says government can step in when insured losses from a terrorist event top $5m. TRIA has helped to stabilize the market, and enabled insurers to continue offering terrorism-risk cover even after swallowing the big losses imposed by September llth. But unless Congress acts last, TRIA will expire at the end of the year. One likely result is the loss of terrorism-risk cover for thousands of firms and property owners. This, in turn, could disrupt businesses and make some commercial activity impossible. With modifications, TRIA should be extended. The Bush administration has been opposed to extension. It has always seen TRIA as a short-term measure, and has argued that the private sector should assume sole responsibility for terrorism insurance. This is the right goal. A purely private solution would be best, lifting any future burden-from the taxpayer and relying on the industry to price and spread risks more accurately than any government can do. But relying entirely on the private sector immediately does not look feasible. With TRIA's expiration looming, insurers and reinsurers have not, as the administration expected, rushed to write new contracts for next year offering to fall gaps in terrorism cover. Why the hesitation? Unlike other risks, the threat of terrorism cannot be forecast in time or scope, making a mocker':" of insurers' underwriting models. A big chemical, biological or nuclear attack is a prospect few can price, or afford to cover. Insurers are already being threatened with downgrades by rating agencies for the terrorism cover they have sold. One reason is that insurance, far from being a free market, is already one of the most heavily regulated of industries. Operating in a highly distorted marketplace, with 50 state regulators, the insurance industry seems to be having trouble pricing the largest of terrorism risks in a way that is credible and can still offer insurers a profit. Letting TRIA expire, and abruptly withdrawing the government role in insuring the largest losses, would just exacerbate this problem. Any renewal of TRIA should, once again, be limited to two years, say. Its extension must also shift more of the burden, and the business, to the private sector. If an extension is agreed and TRIA's threshold for government intervention is raised substantially, work should begin now to find better longer-term solutions. One place to look is abroad, where governments have dealt with terrorism risk for years. In Britain, for instance, insurers have created a pool of capital that is backed by the government and, over time, shifts a greater share of risk on to the private sector. Other options to consider include tax changes that reduce the cost of holding capital by insurers and reinsurers, and facilitating the use of catastrophe bonds. With fewer regulatory distortions of insurance markets, a solely private solution may be attainable in the long run. In the current environment, though, the same government that regularly warns of terrorist threats must still have a role to play in a solution that safeguards America's financial security. It would be better to plan ahead than wait for a rushed, Katrina-style bail-out after a big attack. Amid all the uncertainties, one thing seems clear: any such bail-out would be more costly and lead to even greater market distortions without an extension of the Terrorism Risk Insurance Act today.

单选题It took them four hours to decide that this vicious, ______killer should die.

单选题However, there is some evidence that culturally ______ management result in higher and better business performance as well as increased competitiveness.

单选题At eight o'clock she laid ______ whatever she was doing to tell the children a story before they went to bed.

单选题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 bits 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 tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert. Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.

单选题There is nothing______or provisional about Moore's early critical pronouncements; she deals confidently with what were then radical new developments in poetry.

单选题Climate is a scientific question. Climate is not a moral question. We should respond to what really happens. We should not respond to what happens in a novel.

单选题Passage Three It so happened that Lucy, who found daily life rather chaotic, entered a more solid world when she opened the piano. She was then no longer either deferential or patronizing; no longer either a rebel or a slave. The kingdom of music is not the kingdom of this world; it will accept those whom breeding and intellect and culture have alike rejected. The commonplace person begins to play, and shoots into the empyrean without effort, whilst we look up, marveling how he has escaped us, and thinking how we could worship him and love him would he but translate his visions into human actions. Perhaps he cannot; certainly he does not, or does so very seldom. Lucy had done so never. She was no dazzling execultante; nor was she the passionate young lady, who performs so tragically on a summer's evening with the window open. Passion was there, but it could not be easily labeled. And she was tragical only in the sense that she was great, for she loved to play on the side of Victory. Victory of what and over what-that is more than the words of daily life can tell us. But that some sonatas of Beethoven are written tragic no one can gainsay; yet they can triumph or despair as the player decides, and Lucy had decided that they should triumph. A very wet afternoon at the Pension Bertolini permitted her to do the thing she really liked, and after lunch she opened the little draped piano. A few people lingered round and praised her playing, but finding that she made no reply, dispersed to their rooms to write up their diaries or to sleep. She took no notice of Mr. Emerson looking for his son, nor of Miss Bartlett looking for Miss Lavish, nor Miss Lavish looking for her book. Like every true performer, she was intoxicated by the mere feel of the notes. Mr. Beebe, sitting unnoticed in the window, pondered over this illogical element in Lucy Honeychurch, and recalled the occasion at Tunbridge Wells when he had discovered it. It was at one of those entertainments where the upper classes entertain the lower. The seats were filled with a respectful audience, and the ladies and gentlemen of this parish, under the auspices of their vicar, sang, or recited, or imitated the drawings of a champagne cork. Among the promised items was 'Miss Honeychurch. Piano. Beethoven', and Mr. Deebe was wondering whether it would be 'Adelaida', or the march of 'The Ruins of Athens', when his composure was disturbed by the opening bars of Opus III. He was in suspense all through the introduction for not until the pace quickens does one know what the performer intends. With the roar of the opening theme he knew that things were going extraordinarily; in the chords that herald the conclusion he heard the hammer strokes of victory. He was glad that she only played the first movement, for he could have paid no attention to the winding intricacies of the measure of nine-sixteen. The audience clapped, no less respectful. It was Mr Bebee who started the stamping; it was all that one could do. 'Who is she?' He asked the vicar afterwards. Cousin of one of my parishioner. I do not consider her choice of a piece happy Beethoven is so usually simple and direct in his appeal that it is sheer perversity to choose a thing like that, which, if anything disturbs. When he was introduced, Mr. Beebe realized. that Miss Honeychurch, disjoined from her music-stool, was only a young lady with a very pretty, pale, underdeveloped face. She loved going to concerts, she loved stopping with her cousin, she loved iced coffee and meringues. But before he left Tunbridge Wells he made a remark to the vicar, which he now made to Lucy herself when she closed the little piano and moved dreamily towards him. If Miss Honeychurch ever takes to live as she plays, it will be very exciting—both for us and for her.

单选题Passage Two Every market activity is an investment in time, energy and money. Few companies would spend a large sum of money on, say, a purchase of capital equipment without a full investigation into why it is needed, the choices available, and the expected return on what has been spent. Yet every year the vast majority of companies invest a large amount of money in marketing actions without knowing what their financial worth to the company or likely return will be. By introducing the disciplines arising from market planning, a company should be able to ensure that the costs of marketing planning show a reasonable return and are calculated in the same way as all other business investments. Many managers believe that the costs of marketing form an additional expense that has to be accepted in order to sell their goods. Whilst it is true that many companies use certain tools of marketing for this purpose, it is also true that the most successful companies accept marketing as an essential part of the company's total commercial operation, for it is an essential cost in the same way as production or finance. Companies often avoid planning marketing procedures in detail because of the effort needed to express their forward policy in a written form. Managers commonly consider that their time is too valuable to spend on anything other than urgent operational problems. In fact, the manager who spends his time on dealing with current administrative detail is almost certain to have ignored proper planning in the past. For, if properly prepared, the marketing plan will contain sufficient details of the company's policy and operational strategy for the work to be done by an assistant. As the many alternative courses of action are programmed, the assistant takes any actions or decisions which are appropriate. Only unusual situations need be dealt with by the manager. The first step in preparing a marketing plan is that of producing the information necessary for decision making. Usually, a company will have within its own administration and control system the raw material necessary for the plan's foundations. In addition, there is plenty of published information which is made available by government departments, institutions and the press. Marketing research is yet to be fully exploited by the majority of companies. It has so far only been used by companies that have recognized that their existing information sources are inadequate. Because of the scale of operations that now confronts the typical businessman, it is essential that investment decisions are based upon relevant information, so reducing the business risk. For a marketing-oriented activity to produce lasting results the entire operation has to be systematically planned. By producing basic information in written form and establishing aims for the future, the company is creating standards against which actual performance can be measureD. Documentation of detailed policy actions then provides the basis for controlling the company's operation. Future trends may be predicted through the investigation of all factors likely to influence company results.

单选题Those people______a general understanding of the present situation.

单选题Gulf officials say an affluent lifestyle is bleeding the region's heavily ______ water supplies.