单选题

单选题Questions 19-22

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 likelihood's 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

单选题Like all other mothers who have small children, 1, too, have to steal time--from my own children at home and from the children who know me as their teacher---just to put a few words down on paper. Many times I've wanted to write for myself, for other women, for my parents, for my husband, and especially for my children. I would have liked to leave a legacy (遗产) of words explaining what it has meant to have twins. One reason there is not a great deal written about being a mother of a new baby is that there is seldom a moment to think of anything else but the baby's needs. With twins, I did not have a spare hand to write with. Before my twins were born, my days were long but I had nothing to write about. After the twins' birth I did have something to write about, but I found myself facing not a pen or paper but milk bottles. During some nights, friends would visit. They would leave at 11 pm, heading for bed, and for us the night was only just beginning. With twins, there was really no night. Each feeding lasted a long time. At 1:00 am, each of them would begin crying with hunger. At 4:00 am, when I finally put them down, I headed for the kitchen and lighted a cigarette. I hadn't smoked for almost a year, but I felt I'd never needed it more. I was so sleepy and so tired that I didn't care. Two years have passed since then and we've managed to live through it all. My days are still very full and even now there isn't one evening when I put the twins down for the night that I don't breathe a sigh of relief. At last a little time for myself.

单选题An industrial society, especially one as centralized 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 per cent 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 can 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 onto 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 re-elected 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" being workers elected by other workers as their representatives at factory or works level.

单选题Which of the following is NOT mentioned in the passage as a benefit of tourism?

单选题 Questions 16 to 20 are based on the following talk.

单选题

单选题 {{B}}Questions 6 to 10 are based on the following fieces of news.{{/B}}

单选题Questions 6-10 It was the worst tragedy in maritime history, six times more deadly than the Titanic. When the German cruise ship Wilhelm Gustloff was hit by torpedoes fired from a Russian submarine in the final winter of World War Ⅱ, more than 10,000 people--mostly women, children and old people fleeing the final Red Army push into Nazi Germany--were packed aboard. An ice storm had turned the decks into frozen sheets that sent hundreds of families sliding into the sea as the ship tilted and began to go down. Others desperately tried to put lifeboats down. Some who succeeded fought off those in the water who had the strength to try to claw their way aboard. Most people froze immediately. "I"ll never forget the screams," says Christa Ntitzmann, 87, one of the 1,200 survivors. She recalls watching the ship, brightly lit, slipping into its dark grave—and into seeming nothingness, rarely mentioned for more than half a century. Now Germany"s Nobel Prize-winning author Guenter Grass has revived the memory of the 9,000 dead, including more than 4,000 children--with his latest novel Crab Walk, published last month. The book, which will be out in English next year, doesn"t dwell on the sinking; its heroine is a pregnant young woman who survives the catastrophe only to say later. "Nobody wanted to hear about it, not here in the West (of Germany) and not at all in the East. " The reason was obvious. As Grass put it in a recent interview with the weekly Die Woche: "Because the crimes we Germans are responsible for were and are so dominant, we didn"t have the energy left to tell of our own sufferings. " The long silence about the sinking of the Wilhelm Gustloff was probably unavoidable--and necessary. By unreservedly owning up to their country"s monstrous crimes in the Second World War, Germans have managed to win acceptance abroad, marginalize the neo-Nazis at home and make peace with their neighbors. Today"s unified Germany is more prosperous and stable than at any time in its long, troubled history. For that, a half century of willful forgetting about painful memories like the German Titanic was perhaps a reasonable price to pay. But even the most politically correct Germans believe that they"ve now earned the right to discuss the full historical record. Not to equate German suffering with that of its victims, but simply to acknowledge a terrible tragedy.

单选题According to the author, President Bush said that "America is addicted to oil" in his State of the Union Address mainly to ______.

单选题 {{B}}Questions 15-18{{/B}}

单选题Questions 16 to 20 are based on the following talk.

单选题 Professional language translators labor in a business that is unorganized and haphazard. Most are freelancers, contracting with book publishers, marketing companies, product document producers, or anyone else requiring language translation. While many large cities boast resources for translation, like the German cultural center Goethe Institute, corporations looking for professional translators usually hire locally, especially for the more obscure languages. The result is that language translation remains one of the few services in the globalized economy not networked in a significant way. World Point, a management-software developer, wants to change that by consolidating the language-translation business. Deploying its network of 6,000 independent translators from around the world, the company can translate a corporate Web site into potentially 75 languages and then provide software to manage the resulting multilingual site. Word Point's Passport software works like other Web-site management packages, offering webmasters a way to centrally administer Web development, such as iteration controls, HTML authoring, reporting, cookie manipulation, and a built-in database-scripting language. Where the software distinguishes itself is in its ability to support multiple languages. The multilingual-content management tool has such innovations as single-click language addition, easy localization to target languages using the company's translation service, speedy language importation, and an automatic language search engine and site map generation. "Before the Internet, translators were limited to their local translation shops," said Michael Demetrios, chief architect at World Point. "Our system is designed to facilitate collaboration. You can use someone locally, but you really don't want someone who left, say, Germany, 15 years ago and isn't current on the latest words. Especially on the Web, new words are coming into languages at a very fast rate." The translation business is set to boom, according to researchers. The market for text-based language translation is predicted to climb from US$10.4 billion in 1998 to $17.2 billion in 2003, according to a report recently released by Allied Business Intelligence, an analyst group in Oyster Bay, New York. The Internet has spurred the explosive growth of translation, according to the report, calling it the "single most significant future market" for translation. World Point, whose customers include Kodak and Nippon Telephone & Telegraph, plans to capture part of that growth by offering the largest network of independent translators. World Point pays its translators by the word. Asian languages cost more than European, and the average cost to establish a multilingual Web site usually runs from $20,000 to $1 million. The company's translators are proficient in everything from Spanish to dead languages like Old English. World Point guarantees the sites will read fluently and be culturally sensitive. World Point's software leverages economies of scale by allowing translators to work as a team, with each translator converting about 2,000 to 3,000 words a day into another language. Despite the logic of networking, translators remain wary of affiliating their services with centralized companies, according to Demetrios. "A lot of them are watching us to see how it goes," he says. If the Internet is responsible for translators finding more business at their doorsteps, computers also provide a cautionary flip side: speeding the day in which consolidation and specialization will be necessary. Automation in particular may play a role in the conversion of the translation business from mom-and-pop operators to an organized industry. While Demetrios dismisses the near-term impact of computer-translation software, the European Union reports that machine translation of documents rose from 2,000 pages in 1988 to 250,000 pages last year.

单选题Questions 6～10 Campaigning on the Indian frontier is an experience by itself. Neither the landscape nor the people find their counterparts in any other portion of the globe. Valley walls rise steeply five or six thousand feet on every side. The columns crawl through a maze of giant corridors down which fierce snow-fed torrents foam under skies of brass. Amid these scenes of savage brilliancy there dwells a race whose qualities seem to harmonize with their environment. Except at harvest-time, when self- preservation requires a temporary truce, the Pathan tribes are always engaged in private or public war. Every man is a warrior, a politician and a theologian. Every large house is a real feudal fortress made, it is true, only of sun-baked clay, but with battlements, turrets, loopholes, drawbridges, etc. complete. Every village has its defense. Every family cultivates its vendetta; every clan, its feud. The numerous tribes and combinations of tribes all have their accounts to settle with one another. Nothing is ever forgotten, and very few debts are left unpaid. For the purposes of social life, in addition to the convention about harvest-time, a most elaborate code of honor has been established and is on the whole faithfully observed. A man who knew it and observed it faultlessly might pass unarmed from one end of the frontier to another. The slightest technical slip would, however, be fatal. The life of the Pathans is thus full of interest; and his valleys, nourished alike by endless sunshine and abundant water, are fertile enough to yield with little labor the modest material requirements of a sparse population. Into this happy world the nineteenth century brought two new facts: the rifle and the British government. The first was an enormous luxury and blessing; the second, an unmitigated nuisance. The convenience of the rifle was nowhere more appreciated than in the Indian highlands. A weapon which would kill with accuracy at fifteen hundred yards opened a whole new vista of delights to every family or clan which could acquire it. One could actually remain in one"s own house and fire at one"s neighbor nearly a mile away. One could lie in wait on some high crag, and at hitherto unheard-of ranges hit a horseman far below. Even villages could fire at each other without the trouble of going far from home. Fabulous prices were therefore offered for these glorious products of science. Rifle- thieves scoured all India to reinforce the efforts of the honest smuggler. A steady flow of the coveted weapons spread its genial influence throughout the frontier, and the respect which the Pathan tribesmen entertained for Christian civilization was vastly enhanced. government on the other hand was entirely unsatisfactory. The great organizing, advancing, absorbing power to the southward seemed to be little better than a monstrous spoil-sport. If the Pathans made forays into the plains, not only were they driven back (which after all was no more than fair), but a whole series of subsequent interferences took place, followed at intervals by expeditions which toiled laboriously through the valleys, scolding the tribesmen and exacting fines for any damage which they had done. No one would have minded these expeditions if they had simply come, had a fight and then gone away again. In many cases this was their practice under what was called the "butcher and bolt policy" to which the government of India long adhered. But towards the end of the nineteenth century these intruders began to make roads through many of the valleys, and in particular the great road to Chitral. They sought to ensure the safety of these roads by threats, by forts and by subsidies. There was no objection to the last method so far as it went. But the whole of this tendency to road-making was regarded by the Pathans with profound distaste. All along the road people were expected to keep quiet, not to shoot one another, and above all not to shoot at travelers along the road. It was too much to ask, and a whole series of quarrels took their origin from this source.

单选题The doctor gave the patient a(n) ______ examination to discover the cause of his collapse. A. thorough B. universal C. exact D. whole

单选题Three men got to Dover station a few minutes after nine o'clock one evening. They asked a guard, "What time is the next train for London?" The guard said, "You've just missed one. A train goes every hour. The next one is at ten o'clock." "That's all right," they said, "We'll go and have a drink." So off they went to a bar (酒吧间). A minute or two after ten o'clock they came running and asked the guard, "Has the train gone?" "Yes," the guard said. "It went at ten, as I told you. The next one is at eleven o' clock." "That's all right," they said again. "We'll go and have another drink." So they went back to the bar. They missed the eleven o' clock train in the same way. Then the guard said, "Now, the next train is the last one. If you miss that train, you won't get to London tonight." Twelve o'clock came, and the last train was just starting out when the three of them came out of the bar running as fast as they could. Two of them got in the train just as it was leaving, but the third one didn't run fast enough, and the train went out leaving him behind. He stood there looking at the train and laughing, as if (好像) to miss a train was the best joke in the world. The guard went up to him and said, "I told you that this was the last train. Why didn't you come earlier?" The man kept laughing until tears came into his eyes. Then he caught hold of the guard and said, "Did you see the two men get into the train and leave me here?" "Yes, I did." "Well, I was the only one to leave for London. They were here only to see me off!/

单选题Questions 16 to 20 are based on the following talk.

单选题