题目内容
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A．Because he wanted to avoid his father's punishment.
B．Because he hated to go to school.
C．Because he wanted to escape from the boy he fought with.
D．Because he wanted to gain his independence.
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B．He hunted wild animals.
C．He sold guns to earn money.
D．He worked for his father.
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.
A．something that most managers rely heavily on
B．the most important factor in decision making
C．an irrational way of thinking to solve problems
D．a result of poor grasp of management skills
A．know how to solve a problem before research
B．always take actions before they see in-depth analysis
C．integrate effective thinking into actions
D．not have to reason before making up a decision
A．They make deep analysis of a problem.
B．They use experience to make decisions.
C．They evaluate various factors and make employees understand the big picture.
D．They spend much money and time in the process of decision making.
A．the traditional strategy of problem solving will be totally abandoned by future managers
B．fewer executives will use traditional decision making strategies as multi-national companies develop
C．senior executives will be the ones who will regard the company as a big picture
D．traditional decision-making strategies will do harm to globalization
A．Ford has no intention to acquire Sweden's Volvo
B．Ford is actively preparing for the merger with Volvo
C．Ford is negotiating detailed terms of the merger with Volvo
D．Ford has made economic preparation for possible acquisitions
A．Its last year's acquisition of Chrysler led to a panic of talks.
B．It is planning to acquire British luxury automaker Jaguar.
C．It has acquired Nissan by constantly paying debt for Nissan.
D．It has failed in acquiring financially troubled Kia of Korea.
A．To give a higher bid in order to avoid such failures as before.
B．To acquire as many automakers as possible to expand production.
C．To develop newly acquired auto lines the way Ford did with Jaguar.
D．To develop lower price by cutting down the cost effectively.
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