英语专业八级(考研)阅读理解模拟试题及解析

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英语专业八级(考研)阅读理解模拟试题及解析

英语专业八级(考研)阅读理解模拟试题及解析

考研英语阅读理解模拟试题及解析一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.1. According to the text, senior managers use intuition in all of the following ways EXCEPT to[A] Speed up of the creation of a solution to a problem.[B] Identify a problem.[C] Bring together disparate facts.[D] Stipulate clear goals.2. The text suggests which of the following about the writers on management mentioned in line 1, paragraph 2?[A] They have criticized managers for not following the classical rational model of decision analysis.[B] They have not based their analyses on a sufficiently large sample of actual managers.[C] They have relied in drawing their conclusions on what managers say rather than on what managers do.[D] They have misunderstood how managers use intuition in making business decisions.3. It can be inferred from the text that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?[A] Manager X analyzes first and then acts;Manager Y does not.[B] Manager X checks possible solutions to a problem by systematic analysis;Manager Y does not.[C] Manager X takes action in order to arrive at the solution to a problem;Manager Y does not.[D] Manager Y draws on years of hands-on experience in creating a solution to a problem;Manager X does not.4. The text provides support for which of the following statements?[A] Managers who rely on intuition are more successful than those who rely on formal decision analysis.[B] Managers cannot justify their intuitive decisions.[C] Managers'' intuition works contrary to their rational and analytical skills.[D] Intuition enables managers to employ their practical experience more efficiently.5. Which of the following best describes the organization of the first paragraph of the text?[A] An assertion is made and a specific supporting example is given.[B] A conventional model is dismissed and an alternative introduced.[C] The results of recent research are introduced and summarized.[D] Two opposing points of view are presented and evaluated.答案与考点解析1. 「答案」D「考点解析」这是一道归纳推导题。

专业英语八级(阅读)模拟试卷128(题后含答案及解析)

专业英语八级(阅读)模拟试卷128(题后含答案及解析)

专业英语八级(阅读)模拟试卷128(题后含答案及解析)题型有: 2. READING COMPREHENSIONPART II READING COMPREHENSIONSECTION A MULTIPLE-CHOICE QUESTIONSIn this section there are several passages followed by fourteen multiple-choice questions. For each multiple-choice question, there are four suggested answers marked [A] , [B], [C] and [D]. Choose the one that you think is the best answer.Distant indeed seem the days when the two great rivals of commercial aviation, Boeing and Airbus, would use big air shows to trumpet hundreds of new orders. This year’s Paris Air Show was a much more sombre affair, even if the Boeing-Airbus feud still took centre stage. There were one or two bright spots. Airbus was able to boast of a firm order for ten of its wide-body A350s from AirAsia X. John Leahy, its top salesman, expects deliveries in 2009 to match the record 483 in 2008. Boeing, which was hit by a prolonged strike last year, will probably deliver more aircraft this year than last. Both firms built up huge backlogs in the fat years: each has orders for about 3,500 planes. But many of those may soon evaporate. Giovanni Bisignani, the boss of IATA, the trade body that speaks for most airlines, gave warning earlier this month that his members might defer as many as 30% of aircraft deliveries next year. He also almost doubled his forecast for the industry’s cumulative losses in 2009, to $9 billion. Both Mr. Leahy and Jim McNerney, the chief executive of Boeing, think that Mr. Bisignani is overdoing the gloom. But they concede that potential customers may find purchases hard to finance. Another issue is the cost of fuel. Mr. McNerney thinks the recent increase in the oil price should encourage carriers to replace elderly gas guzzlers with efficient new planes. But if the price “spikes over $100”all bets are off. The two aviation giants agree on one other thing: the industry will not get a successor to its ubiquitous short-haul workhorses, the 737 and the A320, for more than a decade. That is partly because the 15 -20% efficiency gain that airlines say they want from the next generation is, says Mr. McNerney, “a bar that keeps moving north”thanks to the continuous improvements of 1 -2% a year that the manufacturers are making to existing planes. Moreover, both Boeing and Airbus are conserving cash for a long and bitter scrap to dominate the market for long-haul aircraft with up to 350 seats. Boeing’s troubled 787 Dreamliner will at last take to the air this month, two years late. The production problems that stemmed from both the revolutionary use of composites and an extended global supply chain appear to have been overcome. To speed up deliveries of the 787, for which Boeing has received more than 860 orders, Mr. McNerney is planning a second assembly line. The delays to the 787 have been a godsend for Airbus. Its rival, the slightly bigger A350, is on track to fly in early 2012 after a painful gestation. With nearly 500 orders, Airbus claims that the A350 is selling evenfaster than the record-breaking 787 did at the same stage in its development. The biggest concern for Boeing, however, is not that the A350 will take sales from the 787, but that its largest variant, the A350-1000, will be a strong rival to its successful 777. Mr McNerney says that Boeing can afford to wait and see how great a threat the biggest A350 is. But according to Airbus executives, Boeing will be faced with the dilemma of merely upgrading the 777 or taking the bigger and more costly step of building a replacement. The A350 and the 787 are at the heart of the long-running and acrimonious dispute between Boeing and Airbus at the World Trade Organisation (WTO) over state subsidies for large commercial aircraft. This week European governments declared that they were ready to contribute 3.5 billion ($4.9 billion) of reimbursable launch aid to the 11 billion cost of developing the A350. The announcement had Boeing executives scurrying to their BlackBerrys to condemn what they saw as a “provocative”move given that the WTO is expected to issue a ruling on Boeing’s complaint within weeks (a ruling on a counter-complaint by Airbus is due later in the year). Louis Gallois, the chief executive of EADS, the parent company of Airbus, denied there was anything odd about the timing: “We do not plead guilty,” he said. “Our support is much more transparent than Boeing’s. We have fully repaid with interest the support we received for the A320 and A330 and we are already paying back on the A380 (super-jumbo).” Tom Enders, the chief executive of Airbus, added that the aid was aimed only at “levelling the playing field” and that the European Union had described the 787 as the most subsidised commercial aircraft in history.1.It can be inferred from Paragraph One that Boeing and Airbus________.A.have not suffered from a reduction of new orders until this yearB.did not compete with each other intensely in the pastC.used to advertise their success in business at air showsD.would have to resolve their rivalry as early as possible正确答案:C解析:推断题。

专业英语八级(阅读)模拟试卷150(题后含答案及解析)

专业英语八级(阅读)模拟试卷150(题后含答案及解析)

专业英语八级(阅读)模拟试卷150(题后含答案及解析)题型有: 2. READING COMPREHENSIONPART II READING COMPREHENSIONSECTION A MULTIPLE-CHOICE QUESTIONSIn this section there are several passages followed by fourteen multiple-choice questions. For each multiple-choice question, there are four suggested answers marked [A] , [B], [C] and [D]. Choose the one that you think is the best answer.(1)So Roger Chillingworth—a deformed old figure, with a face that haunted men’s memories longer than they liked—took leave of Hester Prynne, and went stooping away along the earth. He gathered here and there an herb, or grubbed up a root, and put it into the basket on his arm. His grey beard almost touched the ground, as he crept onward. Hester gazed after him a little while, looking with a half fantastic curiosity to see whether the tender grass of early spring would not be blighted beneath him, and show the wavering track of his footsteps, sere and brown, across its cheerful verdure. She wondered what sort of herbs they were, which the old man was so sedulous to gather. Would not the earth, quickened to by the sympathy of his eye, greet him with poisonous shrubs, of species hitherto unknown, that would start up under his fingers? Or might it suffice him, that every wholesome growth should be converted into something deleterious and malignant at his touch? Did the sun, which shone so brightly everywhere else, really fall upon him? Or was there, as it rather seemed, a circle of ominous shadow moving along with his deformity, whichever way he turned himself? And whither was he now going? Would he not suddenly sink into the earth, leaving a barren and blasted spot, where, in due course of time, would be seen deadly nightshade(颠茄), dogwood(山茱萸), henbane(天仙子), and whatever else of vegetable wickedness the climate could produce, all flourishing with hideous luxuriance? Or would he spread bat’s wings and flee away, looking so much the uglier, the higher he rose towards heaven? (2)”Be it sin or no,”said Hester Prynne bitterly, as she still gazed after him, “I hate the man!”(3)She upbraided herself for the sentiment, but could not overcome or lessen it. Attempting to do so, she thought of those long-past days, in a distant land, when he used to emerge at eventide(黄昏)from the seclusion of his study, and sit down in the firelight of their home, and in the light of her nuptial smile. He needed to bask himself in that smile, he said, in order that the chill of so many lonely hours among his books might be taken off the scholar’s heart. Such scenes had once appeared not otherwise than happy, but now, as viewed through the dismal medium of her subsequent life, they classed themselves among her ugliest remembrances. She marvelled how such scenes could have been! She marvelled how she could ever have been wrought upon to marry him! She deemed it her crime most to be repented of, that she had ever endured, and reciprocated, the lukewarm grasp of his hand, and had suffered the smile of her lipsand eyes to mingle and melt into his own. And it seemed a fouler offence committed by Roger Chillingworth, than any which had since been done him, that, in the time when her heart knew no better, he had persuaded her to fancy herself happy by his side. (4)”Yes, I hate him!”repeated Hester, more bitterly than before. “He betrayed me! He has done me worse wrong than I did him!”(5)Let men tremble to win the hand of woman, unless they win along with it the utmost passion of her heart! Else it may be their miserable fortune, as it was Roger Chillingworth’s, when some mightier touch than their own may have awakened all her sensibilities, to be reproached even for the calm content, the marble image of happiness, which they will have imposed upon her as the warm reality. But Hester ought long ago to have done with this injustice. What did it betoken? Had seven long years, under the torture of the scarlet letter, inflicted so much of misery, and wrought out no repentance? (6)The emotions of that brief space, while she stood gazing after the crooked figure of old Roger Chillingworth, threw a dark light on Hester’s state of mind, revealing much that she might not otherwise have acknowledged to herself. (7)He being gone, she summoned back her child. (8)”Pearl! Little Pearl! Where are you?”(9)Pearl, whose activity of spirit never flagged, had been at no loss for amusement while her mother talked with the old gatherer of herbs. At first, as already told, she had flirted fancifully with her own image in a pool of water, beckoning the phantom forth, and—as it declined to venture—seeking a passage for herself into its sphere of impalpable earth and unattainable sky. Soon finding, however, that either she or the image was unreal, she turned elsewhere for better pastime. She made little boats out of birch-bark(桦树皮), and freighted them with snail-shells , and sent out more ventures on the mighty deep than any merchant in New England: but the larger part of them foundered near the shore. She seized a live horse-shoe(鲎)by the tail, and made prize of several five-fingers(海星), and laid out a jelly-fish to melt in the warm sun. Then she took up the white foam, that streaked the line of the advancing tide, and threw it upon the breeze, scampering after it, with winged footsteps, to catch the great snowflakes ere they fell. Perceiving a flock of beach-birds, that fed and fluttered along the shore, the naughty child picked up her apron full of pebbles, and, creeping from rock to rock after these small sea-fowl, displayed remarkable dexterity in pelting them. One Utile grey bird, with a white breast, Pearl was almost sure, had been hit by a pebble, and fluttered away with a broken wing. But then the elf-child sighed, and gave up her sport: because it grieved her to have done harm to a Utile being that was as wild as the sea-breeze, or as wUd as Pearl herself. (10)Her final employment was to gather sea-weed, of various kinds, and make herself a scarf, or mantle, and a head-dress, and thus assume the aspect of a Utile mermaid. She inherited her mother’s gift for devising drapery and costume. As the last touch to her mermaid garb, Pearl took some eel-grass, and imitated, as best she could, on her own bosom, the decoration with which she was so familiar on her mother’s. A letter—the letter A—but freshly green, instead of scarlet! The child bent her chin upon her breast, and contemplated this device with strange interest: even as if the one only thing for which she had been sent into the world was to make out its hidden import.1.According to Para. 1, people are most impressed by ChilUngworth’s______.A.spiritB.figureC.ageD.appearance正确答案:A解析:推断题。

专业英语八级(阅读)模拟试卷192(题后含答案及解析)

专业英语八级(阅读)模拟试卷192(题后含答案及解析)

专业英语八级(阅读)模拟试卷192(题后含答案及解析)题型有:1.5 ounces daily. (5)Anna Resurreccion, a University of Georgia food scientist, has focused her research on the resveratrol found in peanuts. By subjecting the nuts to stress—slicing the kernels, or subjecting them to ultrasound—the resveratrol level greatly surpassed that found in red wine, she said. This development opens the door for new products, such as enhanced peanut butter that could offer even more health benefits and serve as a way to get resveratrol into children’s diets, she said. “Young children can’t very well drink wine,” Resurrecction said. “But most of them love peanut butter and peanut snack foods.”4.The rhetorical device in the sentence of the first paragraph “Peanuts, a dietary outcast during the fat-phobic 1990s, have made a comeback...” is _____.A.personificationB.simileC.metaphorD.contrast正确答案:C解析:该句意为“在人们对脂肪满怀恐惧的上世纪90年代,花生成了食品中的弃儿。

专业英语八级(阅读)模拟试卷73(题后含答案及解析)

专业英语八级(阅读)模拟试卷73(题后含答案及解析)

专业英语八级(阅读)模拟试卷73(题后含答案及解析) 题型有: 2. READING COMPREHENSIONPART II READING COMPREHENSIONSECTION A MULTIPLE-CHOICE QUESTIONSIn this section there are several passages followed by fourteen multiple-choice questions. For each multiple-choice question, there are four suggested answers marked [A] , [B], [C] and [D]. Choose the one that you think is the best answer.A recent article indicated that business schools were going to encourage the study of ethics as part of the curriculum. If graduate schools have to discover ethics, then we are truly in serious trouble. I no more believe that ethics can be taught past the age of 10 than I believe in the teaching of so-called creative writing. There are some things that you are born with, or they are taught by your parents, your priest or your grade-school teacher, but not in college or in graduate school. I believe that businesses should go back to basics in recruiting, should forget about the business schools and recruit the best young liberal arts students we can find. The issue of ethics, both in business and in politics, takes on a sharper focus in the money culture of a service economy than in our earlier industrial days. For the businessmen and the politicians, virtually the only discipline that can be applied is ethical. Financial scandals are not new, nor is political corruption. However, the potential profit, and the ease with which they can be made from insider trading, market manipulation, conflict-of-interest transactions and many other illegal or unethical activities are too great and too pervasive to be ignored. At the same time, those institutions that historically provided the ethical basis to the society—the family, the church and the primary school—are getting weaker and weaker. Hence, our dilemma. The application of ethics, as well as overall judgment, is made even more difficult by the increasing application of rapidly changing technology to major problems in our society. How does a layman deal with the questions raised by “Star Wars” , genetic engineering, AIDS and the myriad issues relating to the availability and affordability of life-saving drugs and other medical technology? It is clear that one cannot abdicate to the technocrats the responsibility of making judgment on these issues. Two important risks accompany the discarding of our value system when dealing with a money culture and high technology. The first risk is that more people will turn to radical religion and politics. People always search for frameworks that provide a certain amount of support. If they do not find it in their family, in their school, in their traditional church or in themselves, they will turn to more absolute solutions. The second risk is the polarization of society. We have created hundreds of paper millionaires and quite a few bilhonaires. But alongside the wealth and glamour of Manhattan and Beverly Hills, we have seen the growth of a semipermanent or permanent underclass. The most important function of higher education is toequip the individual with the capacity to compete and to fulfill his or her destiny. A critically important part of this capacity is the ability to critically evaluate a political process that is badly in need of greater public participation. This raises the issue of teaching ethics in graduate schools. Ethics is a moral compass. Ideally, it should coincide with enlightened self-interest, not only to avoid jail in the short run but to avoid social upheaval in the long run. It must be embedded early, at home, in grade school, in church. It is highly personal. I doubt it can be taught in college. Yet what is desperately needed in an increasingly complex world dominated by technicians is the skepticism and the sense of history that a liberal arts education provides. History, philosophy, logic, English, and literature are more important to deal with today’s problems than great technical competence. These skills must combine with an ethical sense acquired early in life to provide the framework needed to make difficult judgments. We most certainly need the creativity of great scientific minds. But all of us cannot be technical experts, nor do we need to be. In the last analysis, only judgment, tempered by a sense of history and a healthy skepticism of cant and ideology will give us the wherewithal to make difficult choices.1.Why are ethical rules more difficult to apply today?A.Because business is no longer a matter of interpersonal act.B.Because the movement of capital has become the result of all activities.C.Because people are not knowledgeable enough to make sensible judgment.D.Because making profits has become dominant in doing all businesses.正确答案:C解析:推断题。

专业英语八级(阅读)模拟试卷148含答案和解析

专业英语八级(阅读)模拟试卷148含答案和解析

专业英语八级(阅读)模拟试卷148讲座会话听力大题型(1)Joseph was an elderly, nay, an old man: very old, perhaps, though hale and sinewy. \1.The phrase \(A)A. simileB. metaphorC. analogyD. hyperbole解析:修辞题。

第二段第三句句意为:的确,这里肯定经常刮大风;只要看一看房屋一侧那几棵过度倾斜的矮小冷杉,以及那一排枯瘦的、全把枝条向着一个方向伸展,仿佛在向太阳乞求布施的荆棘,人们就可以猜想到北风刮过房檐的力量。

此处本体是动作“全把枝条向着一个方向伸展”,喻体是“向太阳乞求布施”,比喻词是as if,故[A]“明喻”为正确答案。

2.What can be inferred from Para. 3 about the author?(B)A. He found a date and a name on the door.B. He had planned to express his opinions.C. He listened to a brief introduction of the history of the house.D. He was welcomed to the house.解析:推断题。

第三段第二句提到,作者本想评论几句,并向板着面孔的主人请教这个地方的简短历史;但他在门口的态度似乎是要作者赶紧进屋或者干脆走人,而作者也不想在参观室内之前让他更加不耐烦。

原文用了虚拟语气would have made a few comments,由此可知,作者本来想评论几句并向主人询问房子的历史,但实际上并未做出任何评论,也并未询问历史。

[B]“作者本打算表达其意见(实际上并未表达)”符合文意,故为答案,同时排除[C]。

该段第一句的后半句提到作者在门上一群残破的狮鹫和不知羞耻的小男孩中,发现了日期“1500”和名字“哈里顿-恩萧”,这在原文中直接提到,不用推断,故排除[A];第二句提到主人想让作者要么赶紧进屋,要么干脆走人,这表达了主人不耐烦的心情,而不是欢迎作者进屋,[D]与原文不符,故排除。

专业英语八级(阅读)模拟试卷46(题后含答案及解析)

专业英语八级(阅读)模拟试卷46(题后含答案及解析)

专业英语八级(阅读)模拟试卷46(题后含答案及解析)题型有:1.2 million between them. Phil Hammond, who lost a 14-year-old son, received £3,500. He called the payments to the police (who belonged to an organisation that had caused the disaster to happen, as Lord Justice Taylor reported) “disgusting”. The culture has now mutated and we hear daily reports of its manifestations. It is in this context that you can connect a wide range of different phenomena. The fact that cans of nuts present the warning “Contains nuts”is connected to the fact that teachers won’t put a piaster on your child’s knee without written consent, which is also connected to the fact that tens of thousands of gravestones all over the country are being laid flat. Why? Because people sue for compensation when things go wrong. The authorities say it’s to do with public safety; it isn’t true. A child was killed when a gravestone fell on him. But the councils reacted only when a £30, 000 award was made to the mother three years later. It is the cost to the public purse caused by compensation cases that produces this bizarre behaviour. It’s the threat of legal suit and large pay-outs that give bite to Health and Safety procedures.11.What does the example of the Aberfan disaster illustrate?A.Disaster victims don’t tend to get proper compensation.B.Compensation culture didn’t exist in Britain.C.The authorities’ statements are far from truth.D.The public was poorly educated concerning its legal rights.正确答案:B解析:本题考查段落主旨题。

专业英语八级(阅读)模拟试卷3(题后含答案及解析)

专业英语八级(阅读)模拟试卷3(题后含答案及解析)

专业英语八级(阅读)模拟试卷3(题后含答案及解析)题型有:1.2 percent effective. The results were surprising because both vaccines, one from the French company Sanofi-Aventis and one developed by Genentech but now licensed to Global Solutions for Infectious Diseases, a nonprofit health group, had failed when used individually. “This came out of the blue,” said Chris Viehbacher, Sanofi’s chief executive. Even 31 percent protection “was at least twice as good as our own internal experts were predicting,”he added. In 2004, there was so much skepticism about the trial just after it began that 22 top AIDS researchers published an editorial in Science magazine suggesting that it was a waste of money. One conclusion from the surprising result, said Alan Bernstein, head of the Global HIV Vaccine Enterprise, an alliance of organizations pursuing a vaccine, “is that we’re not doing enough work in humans.” Instead of going back to mice or monkeys, he said, different new variants on the two vaccines could be tried on a few hundred people in several countries. This vaccine was designed to combat the most common strain of the virus in Southeast Asia, so it would have to be modified for the strains circulating in Africa and the United States. Sanofi’s vaccine, Alvac-HIV, is a canarypox virus with three AIDS virus genes grafted onto it. Variations of it were tested in several countries; it was safe but not protective. The other vaccine, Aidsvax, was originally made by Genentech and contains a protein found on the surface of the AIDS virus; it is grown in a broth of hamster ovary cells. It was tested in Thai drug users in 2003 and in gay men in North America and Europe but failed. In 2007, two trials of a Merck vaccine in about 4,000 people were stopped early; it not only failed to work but for some men also seemed to increase the risk of infection. Combining Alvac and Aidsvax was simply a hunch: if one was designed to create antibodies and the other to alert white blood cells, might they work together? One puzzling result—those who became infected had as much virus in their blood whether they got the vaccine or a placebo—suggests that RV 144 does not produce neutralizing antibodies, as most vaccines do, Dr. Fauci said. Antibodies are Y-shaped proteins formed by the body that clump onto invading viruses, blocking the surface spikes with which they attach to cells and flagging them for destruction. Instead, he theorized, it might produce “binding antibodies,” which latch onto and empower effector cells, a type of white blood cell attacking the virus. Therefore, he said, it might make sense to screen all the stored Thai blood samples for binding antibodies. “The humbling prospect of this,” he said, “is that we may not even be measuring the critical parameter. It may be something you don’t normally associate with protection.”Dr. Lawrence Corey, the principal investigator for the HIV Vaccine Trials Network, who was not part of the RV 144 trial, said new work on weakened versions of the smallpox vaccine had produced better pox “spines” that could be substituted for the canarypox. New trials, he added, could be faster and smaller if they were done in African countries where AIDS is more common than in Thailand.36.Which of the following is NOT true about RV 144?A.It has been on trial for six years.B.People who get it are protected against AIDS.C.People who get it are not as easily infected as others.D.It is regarded as a very important finding in the history.正确答案:B解析:此题是事实题。

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考研英语阅读理解模拟试题及解析一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.1. According to the text, senior managers use intuition in all of the following ways EXCEPT to[A] Speed up of the creation of a solution to a problem.[B] Identify a problem.[C] Bring together disparate facts.[D] Stipulate clear goals.2. The text suggests which of the following about the writers on management mentioned in line 1, paragraph 2?[A] They have criticized managers for not following the classical rational model of decision analysis.[B] They have not based their analyses on a sufficiently large sample of actual managers.[C] They have relied in drawing their conclusions on what managers say rather than on what managers do.[D] They have misunderstood how managers use intuition in making business decisions.3. It can be inferred from the text that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?[A] Manager X analyzes first and then acts;Manager Y does not.[B] Manager X checks possible solutions to a problem by systematic analysis;Manager Y does not.[C] Manager X takes action in order to arrive at the solution to a problem;Manager Y does not.[D] Manager Y draws on years of hands-on experience in creating a solution to a problem;Manager X does not.4. The text provides support for which of the following statements?[A] Managers who rely on intuition are more successful than those who rely on formal decision analysis.[B] Managers cannot justify their intuitive decisions.[C] Managers'' intuition works contrary to their rational and analytical skills.[D] Intuition enables managers to employ their practical experience more efficiently.5. Which of the following best describes the organization of the first paragraph of the text?[A] An assertion is made and a specific supporting example is given.[B] A conventional model is dismissed and an alternative introduced.[C] The results of recent research are introduced and summarized.[D] Two opposing points of view are presented and evaluated.答案与考点解析1. 「答案」D「考点解析」这是一道归纳推导题。

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