Writing：
Anoldsayinggoes“hastmakeswaste”.Writeacompositionofabout400wordstostateyourviewonit.
Sample
Haste Makes Waste
A famous saying goes that “Haste makes waste”,which means thatone should do everything step by step. Even simple operations can easily be spoiled if we rush to complete them, neglecting important stages in the process. Instead, one should make full preparations before beginning any task. To be exact, this proverb is meant to teach us the importance of patience or carefulness. With such a desirable quality, we can overcome a series of difficulties and setbacks and finally find ourselves a way to greater success and happiness. On the contrary, we can only stay where we are and make no progress.
History abounds with examples to prove this proverb. In ancient China, a farmer pulled his young crops up to help them grow faster, only to find they all withered in the end.Another case in point is the so-called Great Leap Forward movement in China in 1950’s and 1960’s. At that time, the Chinese people were eager to develop their economy and catch up with such developed nations as the uS and the UK, so much so that they took some drastic measures, only to hinder the expansion of economy and lead to waste of resources.
Taking a look around, we may also find examples too many to enumerate.Here I can think of no better illustration of the proverb than the experience of my own. At the age of 11 or 12, I began to learn to ride. Eager to ride as well as others, I started by sitting on the saddle at the very beginning. Predictably, I often fell from over the bike. Lots of time had been wasted before I realized that I should do it step by step. I tried to slide by standing on one pedal. Then I began to ride the bike from under the cross bar. Finally, I succeeded.
The same is true with study or scientific research.Take English study for example. Without a good command of pronunciation, we can never hope to speak in an understandable way.Similarly, if we do not learn to spell properly and to acquire a basic grasp of grammar, we will never succeed in writing good compositions. )
In short,laying a solid foundation is essential if we want to make achievements in our studies or work, or indeed in any other aspect of our life. At every step, review what has been achieved and assess the problems ahead before moving to the next step.And remember Rome was not built in a day.
暂无解析
汉译英：暮色中，河湾里落满云霞，与天际的颜色混合一起，分不清哪是流云哪是水湾。也就在这一幅绚烂的图画旁边，在河湾之畔，一群羊正在低头觅食。它们几乎没有一个顾得上抬起头来，看一眼这美丽的黄昏。也许它们要抓紧时间，在即将回家的最后一刻再次咀嚼。这是黄河滩上的一幕。牧羊人不见了，他不知在处歇息。只有这些美生灵自由自在地享受着这个黄昏。这儿水草肥美，让它们长得肥滚滚的，像些胖娃娃。如果走近了，会发现它们那可爱的神情，洁白的牙齿，那丰富而单纯的表情。如果稍稍长久一点端详这张张面庞，还会生出无限的怜悯。
Hearrived____London____acoldwinternight.
___willMr.Forbesbeabletoregaincontrolofthecompany.
I_______thatthere_______aneveningpartyonSaturdayevening.
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.
