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We can begin our discussion of “population as global issue” with what most persons mean when they discuss “the population problem”: too many people on earth and a too rapid increase in the number added each year. The facts are not in dispute, It was quite right to employ the analogy that likened demographic growth to “a long, thin powder fuse that burns steadily and haltingly until it finally reaches the charge and explodes.”
To understand the current situation, which is characterized by rapid increases in population, it is necessary to understand the history of population trends. Rapid growth is a comparatively recent phenomenon. Looking back at the 8,000 years of demographic history, we find that populations have been virtually stable or growing very slightly for most of human history. For most of our ancestors, life was hard, often nasty, and very short. There was high fertility
in most places, but this was usually balanced by high mortality. For most of human history, it was seldom the case that one in ten persons would live past forty, while infancy and childhood were especially risky periods. Often, societies were in clear danger of extinction because death rates could exceed their birthrates. Thus, the population problem throughout most of history was how to prevent extinction of the human race.
This pattern is important to notice. Not only does it put the current problems of demographic growth into a historical perspective, but it suggests that the cause of rapid increase in population in recent years is not a sudden enthusiasm for more children, but an improvement in the conditions that traditionally have caused high mortality.
Demographic history can be divided into two major periods: a time of long, slow growth which extended from about 8,000 BC.till approximately AD. 1650. In the first period of some 9600 years, the population increased from some 8
million to 500 million in 1650. Between 1650 and the present, the population has increased from 500 million to more than 4 billion. And it is estimated that by the year 2000 there will be 6.2 billion people throughout the world. One way to
appreciate this dramatic difference in such abstract numbers is to reduce the time frame to something that is more manageable. Between 8000BC and 1650, an average of only 50,000 persons was being added annually to the world’s population each year. At present, this number is added every six hours. The increase is about 80,000,000 persons annually.
1.Which of the following demographic growth pattern is most suitable for the
long thin powder fuse analogy?
A.A virtually stable or slightly decreasing period and then a sudden
explosion of population.
B.A slow growth for a long time and then a period of rapid, dramatic
increase.
C.Too many people on earth and a few rapid increase in the number added each
year.
D.A long period when death rates exceeds birthrates and then a short period
with higher fertility and lower mortality.
2.During the first period of demographic history, societies were often in
danger of extinction because___.
A.only one in ten persons could live past 40.
B.there was higher mortality than fertility in most places.
C.it was too dangerous to have babies due to the poor conditions.
D.our ancestors had little enthusiasm for more children.
3.Which statement is true about population increase?
A.There might be an increase of 2.2 billion persons from now to the year
2000.
B.About 50,000 babies are born every six hours at present.
C.Between 8000 BC and the present, the population increase is about
80,000,000 persons each year.
D.The population increased faster between 8000BC and 1650 than between 1650
and the present.
4.The author of the passage intends to___.
A.warn people against the population explosion in the near future.
B.compare the demographic growth pattern in the past with that after
1650.
C.find out the cause for rapid increase in population in recent years.
D.present us a clear and complete picture of the demographic growth.
5.The word “demographic” in the first paragraph means___.
A.statistics of human.
B.surroundings study.
C.accumulation of human.
D.development of human.
The majority of successful senior managers do not closely follow the
classical rational model of first clarifying goals, assessing the problem,
formulating options, estimating likelihoods of success, making a decision, and
only then taking action to implement the decision. Rather, in their day-by-day
tactical maneuvers, 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 for 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 hands-on experience that build
skills. A third function of intuition is to synthesize isolated bitsm 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 leery 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 inextricably
tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout
theircompanies and organizations not by analyzing aproblematic situation and
then acting, butby acting and analyzing in close concert.Given the great
uncertainty of many of the management issues that they face, seniormanagers
often instigatea course of action simply to learn more about an issue. They
thenuse the results of the action to develop a more complete understanding of
the issue. Oneimplicationof thinking/actingcycles is that action is often part
of definingthe problem,not just of implementing the solution.
1. According to the text, senior managers use intuition in all of the
following ways EXCEPT to
[A] Speed up of the creation of a solution to a problem.
[B] Identify a problem.
[C] Bring together disparate facts.
[D] Stipulate clear goals.
2. The text suggests which of the following about the writers on management
mentionedin line 1, paragraph 2
[A] They have criticized managers for not following the classical rational
model ofdecision analysis.
[B] They have not based their analyses on a sufficientlylarge sample of
actual managers.
[C] They have relied in drawing their conclusions on what managers say rather
than onwhat managers do.
[D] They have misunderstood how managers use intuition in making business
decisions.
3. It can be inferred from the text that which of the following would most
probablybe one major differencein behavior between Manager X, who uses
intuitionto reach decisions,and Manager Y, who uses only formal decision
analysis
[A] Manager X analyzes first and then acts; Manager Y does not.
[B] Manager X checks possiblesolutions toa problem by systematicanalysis ;
ManagerY does not.
[C] Manager X takes action in order to arrive at the solution to a problem;
ManagerY does not.
[D] Manager Y draws on years of hands-on experience in creatinga solutionto a
problem ;Manager X does not.
4. The text provides support for which of the following statements
[A] Managers who rely on intuition are more successful than those who rely on
formaldecision analysis.
[B] Managers cannot justify their intuitive decisions.
[C] Managers'' intuition works contrary to their rational and analytical
skills.
[D] Intuitionenables managers to employ theirpracticalexperience more
efficiently.
5. Which of the following best describes the organization of the first
paragraph of the text
[A] An assertion 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.
Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples ofwork they have done as
members of a successful team are in asstrong a position as those who can point
to significant individualachievement. Indeed, too much of the latter may suggest
thatthe person concerned is not a 'team player' - one of the moreserious
failings in the book of management.
The importance of being a team player is a side effect of the increasing
interaction acrossdepartments and functional divides. Instead of pushing
reports, paperwork and decisions aroundthe organisation, 'teams provide a
dynamic meeting place where ideas can be shared and expertisemore carefully
targeted at important business issues,' says Steve Gardner, in his book
KeyManagement Concepts. He adds, 'Globalisation has added a further dimension to
teamwork.Multinational teams now study policy decisions in the light of their
impact on the local market.'
But is teamworking being overdone? 'Some managers are on as many as seven or
eightdifferent teams', says Dr Cathy Bandy, a psychologist who recently ran a
conference on thesubject. 'They take up so much time that managers can't get on
with core tasks.' Forming teamsand having meetings has, she says, become an end
in itself, almost regardless of purpose. There isalso the danger of an unhealthy
desire to keep the team going after the work has been done. 'People feel the
need to belong, and team membership can provide a kind of
psychologicalsupport.'
The idea behind teamworking is that, when the right group of people is
brought together, a'force' develops which is greater than the sum of their
individual talents. This is often true in sport,where good players can reach
unexpected heights as members of an international team.However,few business
situations have as clear a set of objectives, or as clear criteria of success
orfailure, as winning a match.
'In business, everyone needs to be clear about what the challenge is and
whether a team isthe right way of approaching it', says Steve Gardner.
'Unfortunately, people focus instead on whothe members of the team should be and
what roles they are to play' Dr Bandy agrees. 'There isalways a danger that
teams can turn into committees,' she says. 'In a lot of situations, one or
twoindividuals would be much more effective.'
So what makes a successful team? There are some general qualities that have
been identified.Steve Gardnerrecommends that in every team there should be
someone who is good atresearching ideas and another who is good at shooting down
impractical ones. There should bethose who can resolve the tensions that
naturally occur in a team and others who are focused ongetting the job done.
Also, providing a clear and achievable target at the outset is the best way
ofensuring that the team will move on to greater things.
13、 What point does the writer make about teamworking at the beginning of the
article?
A It is the most successful form of management.
B It has changed the recruitment procedure in companies.
C Well-run teams still allow individuals to demonstrate their talents.
D Being a team player is now considered an essential management skill.
14 、According to the article, teamwork developed within companies as a
response to
A modern office design.
B changing work practices.
C a reduction in administrative tasks.
D the expansion of international business.
15 、In the third paragraph, Dr Bandy suggests that
A many employees do not enjoy working in teams.
B some managers are not very effective team leaders.
C some teams are created unnecessarily.
D few teams are well organised.
16 、According to the writer, teamwork is more effective in the field of sport
because the players
A know what they want to achieve.
B are more competitive by nature.
C have more individual talent.
D can be driven by national pride.
17 、Steve Gardner and Dr Bandy agree that when a business team is created
people do notpay enough attention to
A the structure of the team.
B alternatives to the team.
C selecting the team members.
D directing the team's activities.
18、 What is Steve Gardner's advice on operating a successful team?
A Maintain a flexible approach to membership.
B Allow personalities to develop within the team.
C Select people who fit naturally into certain roles.
D Make every effort to avoid conflict between members.
