MBA联考模拟联盟第二周英语.docx

MBA联考模拟联盟第二周英语.docx

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MBA联考模拟联盟第二周英语

2010年“MBA联考模拟联盟”第二周（英语）

考试模拟试题33623037

[英语能力]专

112室

　　SectionIUseofEnglish

021-

　　Directions:

业

　　Readthefollowingtext.Choosethebestword（s）foreachnumberedblankandmarkA,B,CorDonANSWERSHEET1.（10points）研

　　Theideathatsomegroupsofpeoplemaybemoreintelligentthanothersisoneofthosehypothesesthatdarenotspeakitsname.ButGregoryCochranis__1__tosayitanyway.Heisthat __2__ bird,ascientistwhoworksindependently__3__ anyinstitution.Hehelpedpopularizetheideathatsomediseasesnot__4__ thoughttohaveabacterialcausewereactuallyinfections,whicharousedmuchcontroversywhenitwasfirstsuggested.

网络督察

　　__5__ he,however,mighttrembleatthe __6__ ofwhatheisabouttodo.Togetherwithanothertwoscientists,heispublishingapaperwhichnotonly __7__ thatonegroupofhumanityismoreintelligentthantheothers,butexplainstheprocessthathasbroughtthisabout.Thegroupin __8__ areaparticularpeopleoriginatedfromcentralEurope.Theprocessisnaturalselection.专

　　ThisgroupgenerallydowellinIQtest, __9__ 12-15pointsabovethe __10__ valueof100,andhavecontributed __11__ totheintellectualandculturallifeoftheWest,asthe __12__ oftheirelites,includingseveralworld-renownedscientists,__13__.Theyalsosuffermoreoftenthanmostpeoplefromanumberofnastygeneticdiseases,suchasbreastcancer.Thesefacts,__14__,havepreviouslybeenthoughtunrelated.Theformerhasbeen __15__ tosocialeffects,suchasastrongtraditionof __16__ education.Thelatterwasseenasa（an） __17__ ofgeneticisolation.Dr.Cochransuggeststhattheintelligenceanddiseasesareintimately__18__.Hisargumentisthattheunusualhistoryofthesepeoplehas __19__ themtouniqueevolutionarypressuresthathaveresultedinthis __20__ stateofaffairs.

研

共

　　1. [A]selected [B]prepared [C]obliged [D]pleased200092

　　2. [A]unique [B]particular [C]special [D]rare正门对面

　　3. [A]of [B]with [C]in [D]against33623037

　　4. [A]subsequently [B]presently [C]previously [D]lately33623037

　　5. [A]Only [B]So [C]Even [D]Hence课

　　6. [A]thought [B]sight [C]cost [D]risk课

　　7. [A]advises [B]suggests [C]protests [D]objects

共济

　　8. [A]progress [B]fact [C]need [D]question共济网

　　9. [A]attaining [B]scoring [C]reaching [D]calculating共

　　10. [A]normal [B]common [C]mean [D]total正门

　　11. [A]unconsciously [B]disproportionately正门对面

　　[C]indefinitely [D]unaccountably

　　12. [A]missions [B]fortunes [C]interests [D]careers

　　13. [A]affirm [B]witness [C]observe [D]approve

　　14. [A]moreover [B]therefore [C]however [D]meanwhile

　　15. [A]givenup [B]gotover [C]carriedon [D]putdown

　　16. [A]assessing [B]supervising [C]administering [D]valuing

　　17. [A]development [B]origin [C]consequence [D]instrument

　　18. [A]linked [B]integrated [C]woven [D]combined

　　19. [A]limited [B]subjected [C]converted [D]directed

　　20. [A]paradoxical [B]incompatible [C]inevitable [D]continuous

　　SectionⅡReadingcomprehension（50points）

　　PartA

　　Directions:

　　Readthefollowingfourpassages.AnswerthequestionsbeloweachpassagebychoosingA,B,CandD.MarkyouranswersonANSWERSHEET1.（40points）

　　Text1

　　Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.

　　Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.

　　Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdataandpracticeintoanintegratedpicture,ofteninanAha！

experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.

　　Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.

　　Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.

　　21.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto        

　　[A]speedupofthecreationofasolutiontoaproblem.

　　[B]identifyaproblem.

　　[C]bringtogetherdisparatefacts.

　　[D]stipulatecleargoals.

　　22.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2？

　　[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.

　　[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.

　　[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.

　　[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.

　　23.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis？

　　[A]ManagerXanalyzesfirstandthenacts；ManagerYdoesnot.

　　[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis；ManagerYdoesnot.

　　[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem；ManagerYdoesnot.

　　[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem；ManagerXdoesnot.

　　24.Thetextprovidessupportforwhichofthefollowingstatements？

　　[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.

　　[B]Managerscannotjustifytheirintuitivedecisions.

　　[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.

　　[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.

　　25.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext？

　　[A]Anassertionismadeandaspecificsupportingexampleisgiven.

　　[B]Aconventionalmodelisdismissedandanalternativeintroduced.

　　[C]Theresultsofrecentresearchareintroducedandsummarized.

　　[D]Twoopposingpointsofviewarepresentedandevaluated.

　Text2

　　  BernardBailynhasrecentlyreinterpretedtheearlyhistoryoftheUnitedStatesbyapplyingnewsocialresearchfindingsontheexperiencesofEuropeanmigrants.Inhisreinterpretation,migrationbecomestheorganizingprincipleforrewritingthehistoryofpre-industrialNorthAmerica.Hisapproachrestsonfourseparatepropositions.

　　ThefirstoftheseassertsthatresidentsofearlymodernEnglandmovedregularlyabouttheircountryside;migratingtotheNewWorldwassimplyanaturalspillover.AlthoughatfirstthecoloniesheldlittlepositiveattractionfortheEnglish-theywouldratherhavestayedhome-bytheeighteenthcenturypeopleincreasinglymigratedtoAmericabecausetheyregardeditasthelandofopportunity.Secondly,Bailynholdsthat,contrarytothenotionthatusedtoflourishinAmericahistorytextbooks,therewasneveratypicalNewWorldcommunity.Forexample,theeconomicanddemographiccharacterofearlyNewEnglandtownsvariedconsiderably.

　　　　Bailyn'sthirdpropositionsuggesttwogeneralpatternsprevailingamongthemanythousandsofmigrants:

onegroupcameasindenturedservants,anothercametoacquireland.Surprisingly,Bailynsuggeststhatthosewhorecruitedindenturedservantswerethedrivingforcesoftransatlanticmigration.Thesecolonialentrepreneurshelpeddeterminethesocialcharacterofpeoplewhocametopre-industrialNorthAmerica.Atfirst,thousandsofunskilledlaborerswerer