题目内容
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However, executives may be discouraging consumption when they (10) those pricing practices.
A.put
B.apply
C.carry
D.do
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Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.
Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.
Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.
In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.
In the eyes of the author, conventional opinion on conflict is ______.
A．wrong
B．oversimplified
C．misleading
D．unclear
Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.
Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.
Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.
In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.
第31题：In the eyes of the author, conventional opinion on conflict is ________.
A) wrong
B) oversimplified
C) misleading
D) unclear
Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.
Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.
Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.
In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.
第31题：In the eyes of the author, conventional opinion on conflict is ________.
A) wrong
B) oversimplified
C) misleading
D) unclear
Section B
Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.
Conventional wisdom about conflict seems pretty much cut and dried. Too little conflict breeds apathy(冷漠) and stagnation(呆滞). Too much conflict leads to divisiveness(分裂) and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.
Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perception of conflict among a sample of executives. Some of the executives worked for profit-making organizations and others for not-fur-profit organizations.
Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.
Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in term of the criteria for effective decision making suggested by the executives. In the profit-seeking organization, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.
In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.
In the eyes of the author, conventional opinion on conflict is______.
A．wrong
B．oversimplified
C．misleading
D．unclear
【C1】
A．Yet
B．However
C．Clearly
D．So
Section B
Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.
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.
According to the passage, what will most excellent senior executives do when they tackle complicated problems？
A．Stick to their intuitions all the way through.
B．Follow the traditional rational model.
C．Use pure guesses to manage large global companies.
D．Judge what to do according to their intuitions.
You are the network administrator for Ezonexam.com.
You create two shared printers on a Windows 2000 Server computer in Ezonexam.com Ezonexam. One printer is shared as Admin, and the other printer is shared as Executive. Both printers are connected to the same print device. You set the priority of the Admin printer to 90 and the priority of the Executive printer to 50.
You want all users at the Ezonexam network to be able to send print jobs to either printer. However, you do not want the Executive printer to appear in the browse list when employees other than executives and administrative assistants create a new printer connection on their client computers.
What should you do？
A．Change the priority of the Executive printer to 99. Change the priority of the Admin printer to 1.
B．Deny the Everyone group the Manage Printers permission.
C．Change the printer configuration to Not Shared.
D．Clear the List in the Directory check box in the printer configuration.
？Read the article below about airport hotels.
？In most of the lines 34-45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT on your Answer Sheet.
？If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
Working at the Airport
Nowadays, business travelers are staying at the airport to do business. Rather than waste of time in heavy traffic as they try to reach city centre venues, business people
34. are using conference facilities on the offer at airports. Busy executives are also
35. staying there overnight to avoid the difficulty of getting there for take an early morning
36. meeting. And it makes sense for international meetings to be held at airports. It is
37. principally through the improvement in airport hotels that has enabled this
38. development to take place. Today these mini-conference centres provide services are
39. designed for business travellers, like a quick check-in and round-the-clock restaurants,
40. so they can get to work as quickly as possible. They are also less expensive place
41. than their city centre counterparts. Not long years ago, airport hotels were
42. uncomfortable, unattractive and inconvenient for as far as the business traveller was
43. concerned. Yet now that there is strong interest, as travellers become aware of the
44. new facilities. Demand for small meeting rooms is huge, usually for interviews or one
45. -to-one meeting, where executives fly them in and out the same day. The age of the airport is upon us.
(34)
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