16年考研英语阅读理解模拟题

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The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, 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 of 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 personal 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 suspicious 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 find out 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 invariably 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 initiate 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. (454 words)

Notes: capriciousness 多变，反复无常。run counter to 与…背道而驰;违反。bypass 绕过。in close concert 一齐，一致。given prep. 考虑到，由于。

36. The logical organization of the first paragraph of the text is that

[A] a conventional model is dismissed and an alternative introduced.

[B] the results of recent research are introduced and summarized.

[C] two opposite points of view are presented and evaluated.

[D] a widely accepted definition is presented and qualified.

37. In relation to the “writers on management” mentioned in Para. 2, the text suggests that they

[A] have not based their analyzes on a sufficiently large sample of actual managers.

[B] have relied in drawing their conclusions on what managers say rather than what managers do.

[C] have misunderstood how managers use intuition in making business decisions.

[D] have not acknowledged the role of intuition in managerial practice.

38. According to the text, senior managers use intuition in all of the following ways EXCEPT

[A] to speed up the creation of a solution to a problem.

[B] to identify a problem or bring together different facts.

[C] to initiate clear goals and in the end attain them.

[D] to evaluate possible solutions to a problem.

39. When mentioning “thinking/acting cycles”(in Para. 4), the author is most likely to believe that

[A] a manager analyzes a series of problems and then acts on that analysis.

[B] a manager gathers data by acting and then observes the effects of action.

[C] action and analysis in managerial practice invariably occur simultaneously.

[D] a manager takes action, being able to clarify reasons for that action.

40. According to the text, 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 checks possible solutions to a problem by systematic analysis; Manager Y does not.

[B] Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.

[C] Manager Y draws on years of personal experience in creating a solution to a problem; Manager X does not.

[D] Manager X depends on day-by-day tactical activities; Manager Y does not. 

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36. [答案] [A] a conventional model is dismissed and an alternative introduced.

[注释] 逻辑结构题。本题问：本文第1段的逻辑构思是什么?本段由两个长句构成。第1句中的关键词是“do not follow”，而第2句中的关键词是“Rather”。由此可见，第1句是排除了一个常规模式，而第2句是介绍了另一种模式。选项[A]正好概括了本段的逻辑构思。

注意：这类题要求考生具有较强的抽象概括能力。

37. [答案] [C] have misunderstood how managers use intuition in making business decisions.

[注释] 推理判断题。本题问：有关第2段中提到的“研究管理的作家”本文暗示了什么?第2段写道：“一代又一代研究管理问题的作家已经认识到，有些执行经理主要依靠直觉。然而，总的来说，这些作家对直觉的内涵知之甚少。有些作家视直觉为理性之反面;而另一些作家把直觉当做反复无常的借口。”由此推理，本文暗示，研究管理的作家们未能正确理解直觉的内涵而对直觉做出错误的判断。可见，[C]符合上述分析。[D]“他们没有承认直觉在经理工作中的作用”有较强的干扰性。从第2段中我们看到只说到这些作家对直觉的理解有误，并未说没有承认直觉的作用(have not acknowledged the role of intuition)。故[D]不能入选。

38. [答案] [C] to initiate clear goals and in the end attain them.

[注释] 细节理解题。本题问：根据本文，高级经理除了在哪一方面外都使用直觉?本题属细节辨认题，考生应参照文章逐一核对。第3段倒数第2句写道：“最后，经理们能够使用直觉绕过深度分析并迅速找到可行的解决办法。”选项[A]“加速提出问题的解决办法”与以上表述相符。第3段第3句写道：“首先，他们凭直觉判断什么时候存在问题。”选项[B]“确定问题或汇集不同事实”与以上表述相符。第3段第7句写道：“第四，有些经理使用直觉来检验更为理性的分析结果。”选项[D]“评价一个问题的各种可能解决办法”与上面的表述相符。由此可见，[C]“提出明确目标并最终实现目标”并不是高级经理使用直觉所为，故应排除。

39. [答案] [C] action and analysis in managerial practice invariably occur simultaneously.

[注释] 推理判断题。本题问：在提到经理工作中的思考/行动循环(第4段中)时，作者很可能怎么认为?从本文第4段和第5段我们可以看出，思考和行动是不可分割的。在思考中形成行动，在行动中思考决策。本文最后一句更明确指出，思考/行动循环的一条含义是行动经常是对问题定义的一部分，而不仅仅是执行决策的一部分。可见，[C]为正确答案。

40. [答案] [B] Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.

[注释] 推理判断题。本题问：从本文可以推理，下面哪一点最有可能是使用直觉做出决定的X经理与只使用正式的决策分析的Y经理之间在行为表现方面的一条重要区别?最后一段第1句中写道：“……高级经理经常提出一种行动方针来进一步了解某个问题。然后他们使用行动结果对问题形成一个更加完整的认识。”这一表述符合选项[C]“X经理采取行动是为了找到问题的解决办法……”;而最后一段最后一句写道：“思考/行动循环的一条含义是行动经常是对问题定义的一部分，而不仅仅是执行决策的一部分。”由此看来，Y经理在这点上与X经理完全不一样。因此，正确答案应是[B]。

小结

1) 按大纲规定阅读部分4篇文章总字数为1600左右。本卷阅读试题总字数为1769，符合考试大纲要求。

2) 从本卷4篇文章的题材来看，第1篇是讲先进技术与癌症的因果关系，第2篇是讲利用克隆技术繁殖濒临灭绝的野生动物，第3篇是语言学习，第4篇是经济管理。可见，其题材与近年考题的题材相符。

3) 从本卷4篇文章的题目类型来看，有细节理解题、细节辨认题、总结归纳题、词语释义题、推理判断题、逻辑结构题和全文主旨题。与2010年试题类型完全一致。本部分试题一般来说前两篇文章稍易、题目难;后两篇文章稍难、题目不难。

4) “阅读理解”解题时间通常为60～65分钟。考生应根据实际情况调整解题时间。要牢记先易后难!

5) 解题方法：先浏览第1段，尽可能找到全文主题信息词。然后扫描第1题，划出题干中的信息词，到相应段落中寻找相关的信息词，划出信息词、搜索目标信息，比对4个选项，排除干扰项，确定正确答案。其他4题以此类推。如题目顺序与段落顺序不一致，要以变应变、机动灵活。

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