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题型:阅读理解 题类:常考题 难易度:普通

江苏省海安县2019届高三上学期英语期末考试试卷(含小段音频)

阅读理解

    The majority of successful senior managers do not closely follow the classical rational (理性的) model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to carry out the decision. Rather, in their day-by-day tactical maneuvers(战术动作), these senior executives rely on what is vaguely termed intuition(直觉) 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(变化无常).

    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 combine isolated bits of data and practice into an integrated picture. 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 alert 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 tightly 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 (发起) 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)、Which of the following best describes the organization of the first paragraph?
A、An claim 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.
(2)、Which of the following does the passage suggest about the writers on management mentioned in 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 misunderstood how managers use intuition in making business decisions. D、They have drawn their conclusions on what managers say rather than on what managers do.
(3)、According to the text, senior managers use intuition in all of the following ways EXCEPT to    .
A、define clear goals B、identify a problem C、bring together diverse facts D、speed up the creation of a solution to a problem
(4)、Which of the following statements does the passage support?
A、Managers cannot justify their intuitive decisions B、Managers' intuition works contrary to their rational and analytical skills. C、Intuition enables managers to employ their practical experience more efficiently. D、Managers relying on intuition are more successful than those relying on formal decision analysis.
举一反三
阅读理解

                                                                      How I Turned to Be Optimistic

    I began to grow up that winter night when my parents and I were returning from my aunt's house, and my mother said that we might soon be leaving for America. We were on the bus then. I was crying, and some people on the bus were turning around to look at me. I remember that I could not bear the thought of never hearing again the radio program for school children to which I listened every morning.

    I do not remember myself crying for this reason again. In fact, I think I cried very little when I was saying goodbye to my friends and relatives. When we were leaving I thought about all the places I was going to see—the strange and magical places I had known only from books and pictures. The country I was leaving never to come back was hardly in my head then.

    The four years that followed taught me the importance of optimism (乐观), but the idea did not come to me at once. For the first two years in New York I was really lost-having to study in three schools as a result of family moves. I did not quite know what I was or what I should be. Mother remarried, and things became even more complex (复杂的) for me. Some time passed before my stepfather and I got used to each other. I was often sad, and saw no end to “the hard times.”

    My responsibilities in the family increased a lot since I knew English better than everyone else at home. I wrote letters, filled out forms, translated at interviews with Immigration officers, took my grandparents to the doctor and translated there, and even discussed telephone bills with company representatives.

    From my experiences I have learned one important rule: almost all common troubles finally go away! Something good is certain to happen in the end when you do not give up, and just wait a little! I believe that my life will turn out all right, even though it will not be that easy.

阅读理解

    Food storing is common in members of the crow(乌鸦)family. A new study tested the birds outside this naturally occurring behaviour, which may have evolved(进化)specifically because it gives crows a survival advantage. Some crow species are known to naturally use tools to recover food. So the researchers tested whether the birds could store and recover a tool so they could get it at their food after a gap of 17 hours—something we wouldn't expect them to do naturally. But they were able to instantly select the tool out of a number of unnecessary items.

    In another experiment, the researchers taught crows to select a token (礼品券)from a number of items so that they could then exchange for food. Again, the birds then showed that they could plan for the future using this new behaviour. This is different from all of the previous studies in future planning, which have focused on naturally occurring behaviour. For example, we know that chimpanzees select, transport and save appropriate tools for future needs.

    These studies have shown that animals can plan for the future—but they left an important question open for debate. Are animals only able to plan to use abilities that have evolved to give them a specific advantage, or can they flexibly and intelligently apply planning behaviour across various actions? Most critics would say the former, as the animals were tested in naturally occurring behaviours.

    But the new research provides the first evidence that animal species can plan for the future using behaviour that doesn't typically occur in nature. This supports the view that at least some recognitive abilities in animals don't evolve just in response to specific problems. Instead, it suggests that animals can apply these behaviours flexibly across problems in a similar way to humans. We need to investigate how flexible behaviour evolved. Then we might be able to see how crows' ability to plan for the future fits in with their broader cognitive powers.

阅读理解

    March, April and May are months full of festivals and events all over the world. Here are some wonderful festivals around the world that happen in spring.

    SongKran--Thailand

    Dates: 13th-15th, April

    In Thailand, it's time to celebrate the coming monsoon season, which will bring the rain many people have been looking forward to. They celebrate it with a festival called Songkran,when people head out to the streets with water guns to spray(喷,洒)everyone who walks past. If you walk on the streets where the festival is celebrated, prepare to get soaked!

    Naghol--Vanuatu

    Dates: Every Saturday from April to May

Every year, villagers come together to celebrate the harvest of yams, an important part in the people's diet in Vanuatu. The festival is most famous for its “land diving ceremony”. During the ceremony men and boys dive to the ground from high wooden towers with only two thin vines(藤条) attached to their ankles(脚踝). The divers' heads have to lightly touch the ground when they jump—something very dangerous if the vines are not measured properly.

Cherry Blossom Viewing —Japan

    Dates: The cherry blossom season is different from year to year depending on the weather forecast.

    The cherry blossom season has huge importance to the people of Japan, who celebrate the days when the flowers finally blossom. Only a few days later, the petals(花瓣)fall to the ground, like pink snowflakes. This is one of the most beautiful things to see. In Japan, almost everyone has picnics in the parks to view the flowers.

阅读理解

    Little Women is the best-known work of author Louisa May Alcott. Published after the end of the Civil War, the book is about the lives of the author and her sisters. Although it was her most successful work, it was not her first.

    Alcott began writing at the age of 20, when she published her poem “Sunlight”. Throughout her early career, she wrote many poems and short stories for magazines. At the age of 22, she began to write fairy tales, romantic thrillers, and other novels, mostly to earn money. At a time when few opportunities were open to women, Alcott supported women's right to work. With her small income, she had long provided for her family.

    When the Civil War broke out, Alcott, at the age of 30, joined the war effort to fight against slavery. She had originally wished to serve as a soldier. However, women were not allowed in battle at that time. As a result, she became a Civil War nurse. Alcott's work as a nurse served as a milestone (里程碑) in her writing career.

    In December of 1862, she left New England to work in the Union Hotel Hospital in Washington, DC. There were few supplies, and doctors performed operations without painkillers. The conditions for patients and doctors were terrible. Within a few weeks, Alcott herself became so ill that she nearly died. She returned home and recovered slowly over a period of months.

    As soon as her health improved, Alcott started a new project. The letters she had sent home became the basis of a newspaper series about her experience as a Civil War nurse. She wrote about her tasks, the wounded soldiers she looked after, and the difficulties they faced. The series, Hospital Sketches, was a success, which received praise from readers and critics (批评) at the same time. Although her best-known work was yet to come, the success of Hospital Sketches marked the achievement of her dream to become a popular author.

阅读理解

    Recently, a 1935 letter in which Ernest Hemingway detailed his catch of a 500lb blue marlin(青枪鱼), an adventure that is believed to have partly inspired his novel The Old Man and the Sea, has been sold for﹩28, 000 (£22, 000).

    The handwritten letter was sent by Hemingway on 8 May to the fishing editor of the Miami Herald, laying out in great detail how the author and his friend Henry Strater battled to keep sharks away from the marlin after catching it off the Bahamian island of Bimini.

    Nate D Sanders, the auction(拍卖) company which sold the letter, said it documented for the first time in Hemingway's own words not only the size of the marlin, but also the attack by sharks, reflecting the plot of the novel.

    The company added that Hemingway's account of the marlin catch differed from other anecdotes of it, one of which described Hemingway using a machine gun on the sharks, which is said to have attracted more sharks rather than frightened them away.

    The Old Man and the Sea was also inspired by an anecdote told by Hemingway's Cuban friend Carlos Gutierrez. In 1936, Hemingway wrote in a magazine that Carlos had told him about an old fisherman who caught a great marlin alone.

    Three years later, Hemingway told his editor Max Perkins that he was planning a short story about the old commercial fisherman who fought the swordfish all alone in his sailing boat. Instead, he ended up writing For Whom the Bell Tolls, not returning to the story about the old fisherman until January 1951. It won him the Pulitzer in 1953, and was specifically cited when he was awarded the Nobel Prize in 1954.

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