洋务运动以“求富”为口号,创办了军事工业。
1、正确正确
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ProfessorJohnsonissaid_____somesignificantadvanceinhisresearchinthepastyears.
_____enoughtimeandmoney,theresearcherswouldhavebeenabletodiscovermoreinthisfield.
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.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.
1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto
[A]Speedupofthecreationofasolutiontoaproblem.
[B]Identifyaproblem.
[C]Bringtogetherdisparatefacts.
[D]Stipulatecleargoals.
2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2
[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.
[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.
[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.
[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.
3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis
[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.
[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.
[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.
[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.
4.Thetextprovidessupportforwhichofthefollowingstatements
[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.
[B]Managerscannotjustifytheirintuitivedecisions.
[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.
[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.
5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext
[A]Anassertionismadeandaspecificsupportingexampleisgiven.
[B]Aconventionalmodelisdismissedandanalternativeintroduced.
[C]Theresultsofrecentresearchareintroducedandsummarized.
[D]Twoopposingpointsofviewarepresentedandevaluated.
___willMr.Forbesbeabletoregaincontrolofthecompany.
Inthelast12yearstotalemploymentintheUnitedStatesgrewfasterthanatanytimeinthepeacetimehistoryofanycountry–from82to110millionbetween1973and1985–thatis,byafullonethird.Theentiregrowth,however,wasinmanufacturing,andespeciallyinno–blue-collarjobs…
Thistrendisthesameinalldevelopedcountries,andis,indeed,evenmorepronouncedinJapan.Itisthereforehighlyprobablethatin25yearsdevelopedcountriessuchastheUnitedStatesandJapanwillemploynolargeraproportionofthelaborforceInmanufacturingthandevelopedcountriesnowemployinfarming–atmost,10percent.TodaytheUnitedStatesemploysaround18millionpeopleinblue-collarjobsinmanufacturingindustries.By2010,thenumberislikelytobenomorethan12million.Insomemajorindustriesthedropwillbeevensharper.Itisquiteunrealistic,forinstance,toexpectthattheAmericanautomobileindustrywillemploymorethanone–thirdofitspresentblue-collarforce25yearshence,eventhoughproductionmightbe50percenthigher.
Ifacompany,anindustryoracountrydoesnotinthenextquartercenturysharplyincreasemanufacturingproductionandatthesametimesharplyreducetheblue-collarworkforce,itcannothopetoremaincompetitive–oreventoremain“developed.”Theattempttopreservesuchblue–collarjobsisactuallyaprescriptionforunemployment…
ThisisnotaconclusionthatAmericanpoliticians,laborleadersorindeedthegeneralpubliccaneasilyunderstandoraccept.WhatconfusestheissueevenmoreitthattheUnitedStatesisexperiencingseveralseparateanddifferentshiftsinthemanufacturingeconomy.Oneistheaccelerationofthesubstitutionofknowledgeandcapitalformanuallabor.Wherewespokeofmechanizationafewdecadesago,wenowspeakof“robotization“or“automation.”Thisisactuallymoreachangeinterminologythanachangeinreality.WhenHenryFordintroducedtheassemblylinein1909,hecutthenumberofman–hoursrequiredtoproduceamotorcarbysome80percentintwoorthreeyears–farmorethananyoneexpectstoresultfromeventhemostcompleterobotization.Butthereisnodoubtthatwearefacinganew,sharpaccelerationinthereplacementofmanualworkersbymachines–thatis,bytheproductsofknowledge.
1.Accordingtotheauthor,theshrinkageinthemanufacturinglaborforcedemonstrates______.
A.thedegreetowhichacountry’sproductionisrobotized
B.areductioninacountry’smanufacturingindustries
C.aworseningrelationshipbetweenlaborandmanagement
D.thedifferencebetweenadevelopedcountryandadevelopingcountry
2.Accordingtotheauthor,incoming25years,adevelopedcountryorindustry,inordertremaincompetitive,oughtto______.
A.reducethepercentageoftheblue-collarworkforce
B.preserveblue–collarjobsforinternationalcompetition
C.acceleratemotor–canmanufacturinginHenryFord’sstyle
D.solvetheproblemofunemployment
3.Americanpoliticiansandlaborleaderstendtodislike_____.
A.confusioninmanufacturingeconomy
B.anincreaseinblue–collarworkforce
C.internalcompetitioninmanufacturingproduction
D.adropintheblue–collarjobopportunities
4.Theword“prescription”in“aprescriptionforunemployment”maybetheequivalentto______
A.somethingrecommendedasmedicaltreatment
B.awaysuggestedtoovercomesomedifficulty
C.somemeasurestakeninadvance
D.adevicetodire
5.Thispassagemayhavebeenexceptedfrom________
A.amagazineaboutcapitalinvestment
B.anarticleonautomation
C.amotor-carmagazine
D.anarticleonglobaleconomy