7A版优质实用文档考研英语阅读理解模拟试题及解析一Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,thesesenioreGecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise；andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasaneGcuseforcapriciousness.Isenbergsrecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagersintuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemeGists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-oneGperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdataandpracticeintoanintegratedpicture,ofteninanAha！eGperience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.MostsenioreGecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.OneoftheimplicationsoftheintuitivestyleofeGecutivemanagementisthatthinkingisinseparablefromacting.SincemanagersoftenknowwhatisrightbeforetheycananalyzeandeGplainit,theyfrequentlyactfirstandeGplainlater.AnalysisisineGtricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.1.AccordingtotheteGt,seniormanagersuseintuitioninallofthefollowingwaysEGCEPTtoASpeedupofthecreationofasolutiontoaproblem.BIdentifyaproblem.CBringtogetherdisparatefacts.DStipulatecleargoals.2.TheteGtsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2？ATheyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.BTheyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.CTheyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.DTheyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.3.ItcanbeinferredfromtheteGtthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerG,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis？AManagerGanalyzesfirstandthenacts；ManagerYdoesnot.BManagerGcheckspossiblesolutionstoaproblembysystematicanalysis；ManagerYdoesnot.CManagerGtakesactioninordertoarriveatthesolutiontoaproblem；ManagerYdoesnot.DManagerYdrawsonyearsofhands-oneGperienceincreatingasolutiontoaproblem；ManagerGdoesnot.4.TheteGtprovidessupportforwhichofthefollowingstatements？AManagerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.BManagerscannotjustifytheirintuitivedecisions.CManagersintuitionworkscontrarytotheirrationalandanalyticalskills.DIntuitionenablesmanagerstoemploytheirpracticaleGperiencemoreefficiently.5.WhichofthefollowingbestdescribestheorganizationofthefirstparagraphoftheteGt？AAnassertionismadeandaspecificsupportingeGampleisgiven.BAconventionalmodelisdismissedandanalternativeintroduced.CTheresultsofrecentresearchareintroducedandsummarized.DTwoopposingpointsofviewarepresentedandevaluated.答案与考点解析1.答案D考点解析这是一道归纳推导题。本题题干中的seniormanagers暗示本题的答案信息在第三段,因为第三段首句包含题干中的seniormanagers。通过仔细阅读和理解本段中所谈到的五点,我们可推导出本题的正确选项是选项D.本题选项A、B、C所涉及的内容分别在本段的第五点、第一点和第三点提到。考生在解题时一定要学会认真归纳和总结原文所表达的每一层含义。2.答案D考点解析这是一道句间关系题。题干已将本题的答案信息圈定在第二段。本段中的第二句是本题答案信息的最主要来源,通过阅读和理解此句,我们可推导出本题的正确选项是D.考生在解题时一定要适当理解上下句之间的关系。3.答案C考点解析本题是一道审题定位题。题干中的whousesintuitiontoreachdecisions暗示本题的答案信息在第四段,因为第四段首句含有和题干中whousesintuitiontoreachdecisions大致相同的theintuitivestyleofeGecutivemanagement。通过仔细阅读和理解第四段的每一句话,我们可发现第四段的第一句话都在强调act（行动）,可见本题的正确选项应该是强调行动的选项C.本题的答案信息来源是第四段的第二句话。考生在解题时一定要首先准确地审题定位,然后要善于归纳和理解原文中的中心主旨信息。