____youwerebusy,Iwouldn’thavebotheredyouwithquestions.

Scatteredthroughtheseasoftheworldarebillionsoftonsofsmallplantsandanimalscalledplankton.Mostoftheseplantsandanimalsaretoosmallforthehumaneyetosee.Theydriftaboutlazilywiththecurrents,providingabasicfoodformanylargeranimals.Planktonhasbeendescribedastheequivalentofthegrassesthatgrowonthedrylandcontinents,andthecomparisonisanappropriateone.Inpotentialfoodvaluehowever,planktonfaroutweighsthatofthelandgrasses.Onescientisthasestimatedthatwhilegrassesoftheworldproduceabout49billiontonsofvaluablecarbohydrateseachyear.Thesea’splanktongeneratesmorethantwiceasmuch.

Despiteitsenormousfoodpotential,littleeffortwasmadeuntilrecentlytofarmplanktonaswefarmgrassesonland.Nowmarinescientistshaveatlastbeguntostudythispossibility,especiallyasthesea’sresourcesloomevenmoreimportantasameansoffeedinganexpandingworldpopulation.

Nooneyethasseriouslysuggestedthat“planktonburgers”maysoonbecomepopulararoundtheworld.Asapossiblefarmedsupplementaryfoodsource,however,planktonisgainingconsiderableinterestamongmarinescientists.

Onetypeofplanktonthatseemstohavegreatharvestpossibilitiesisatinyshrimplikecreaturecalledkrill.Growingtotwoorthreeincheslong,krillprovidethemajorfoodforthegiantbluewhale,thelargestanimalevertoinhabittheEarth.Realizingthatthiswhalemaygrow100feetandweigh150tonsatmaturity,itisnotsurprisingthateachonedevoursmorethanonetonofkrilldaily.

Krillswimaboutjustbelowthesurfaceinhugeschoolssometimesmileswide,mainlyinthecoldAntarctic.Becauseoftheirpinkcolor,theyoftenappearasasolidreddishmasswhenviewedfromashiporfromtheair.Krillareveryhighinfoodvalue.Apoundofthesecrustaceanscontainsabout460calories—aboutthesameasshrimporlobster,towhichtheyarerelated.

Ifthekrillcanfeedsuchhugecreaturesaswhales,manyscientistsreason,theymustcertainlybecontendersasnewfoodsourceforhumans.

1.Whichofthefollowingbestportraystheorganizationofthepassage?

A.Theauthorpresentstheadvantagesanddisadvantagesofplanktonasafoodsource.

B.Theauthorquotespublicopiniontosupporttheargumentforfarmingplankton.

C.Theauthorclassifiesthedifferentfoodsourcesaccordingtoamountofcarbohydrate.

D.Theauthormakesageneralstatementaboutplanktonasafoodsourceandthenmovestoaspecificexample.

2.Accordingtothepassage,whyisplanktonregardedtobemorevaluablethanlandgrasses?

A.Itiseasiertocultivate.

B.Itproducesmorecarbohydrates.

C.Itdoesnotrequiresoil.

D.Itismorepalatable.

3.Whydoestheauthormention“planktonburgers”?

A.Todescribetheappearanceofonetypeofplankton.

B.Toillustratehowmuchplanktonawhaleconsumes.

C.Tosuggestplanktonasapossiblefoodsources.

D.Tocomparethefoodvaluesofbeefandplankton.

4.Whatismentionedasoneconspicuousfeatureofkrill?

A.Theyarethesmallestmarineanimals.

B.Theyarepinkincolor.

C.Theyaresimilarinsizetolobsters.

D.Theyhavegrasslikebodies.

5.Theauthormentionsallofthefollowingasreasonswhyplanktoncouldbeconsideredahumanfoodsourceexceptthatitis___.

A.highinfoodvalue.

B.inabundantsupplyintheoceans.

C.anappropriatefoodforotheranimals.

D.freeofchemicalsandpollutants.

_____forthefactthatshebrokeherleg,shemighthavepassedtheexam.

LastMarchthe__________ofa19thcenturycargoshipwasfoundbyanunderwaterarchaeologicalteam.

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.