快速导航
学历类
职业资格
公务员
医卫类
建筑工程
外语类
外贸类
计算机类
财会类
技能鉴定
Once it was possible to define male and female roles easily by the division of labor. Men worked outside the home and earned the income to support their families, while women cooked the meals and took care of the home and the children. These roles were firmly fixed for most people, and there was not much opportunity for women to exchange their roles. But by the middle of this century, men’s and women’s roles were becoming less firmly fixed.
In the 1950s, economic and social success was the goal of the typical American. But in the 1960s a new force developed called the counterculture. The people involved in this movement did not value the middle-class American goals. The counterculture presented men and women with new role choices. Taking more interest in childcare, men began to share child-raising tasks with their wives. In fact, some young men and women moved to communal homes or farms where the economic and childcare responsibilities were shared equally by both sexes. In addition, many Americans did not value the traditional male role of soldier. Some young men refused to be drafted as soldiers to fight in the war in
Vietnam.
In terms of numbers, the counterculture was not a very large group of people. But its influence spread to many parts of American society. Working men of all classes began to change their economic and social patterns. Industrial workers and business executives alike cut down on “overtime” work so that they could spend more leisure time with their families. Some doctors, lawyers, and teachers turned away from high paying situations to practice their professions in poorer neighborhoods.
In the 1970s, the feminist movement, or women’s liberation, produced additional economic and social changes. Women of all ages and at all levels of society were entering the work force in greater numbers. Most of them still took
traditional women’s jobs as public school teaching, nursing, and secretarial work. But some women began to enter traditionally male occupations: police work, banking, dentistry, and construction work. Women were asking for equal work, and
equal opportunities for promotion.
Today the experts generally agree that important changes are taking place in the roles of men and women. Naturally, there are difficulties in adjusting to these transformations.
1.Which of the following best express the main idea of Paragraph 1?
A.Women usually worked outside the home for wages.
B.Men and women’s roles were easily exchanged in the past.
C.Men’s roles at home were more firmly fixed than women’s.
D.Men and women’s roles were usually quite separated in the past.
2.Which sentence best expresses the main idea of Paragraph 2?
A.The first sentence.
B.The second and the third sentences.
C.The fourth sentence.
D.The last sentence.
3.In the passage the author proposes that the counterculture___.
A.destroyed the United States.
B.transformed some American values.
C.was not important in the United States.
D.brought people more leisure time with their families.
4.It could be inferred from the passage that___.
A.men and women will never share the same goals.
B.some men will be willing to exchange their traditional male roles.
C.most men will be happy to share some of the household responsibilities with
their wives.
D.more American households are headed by women than ever before.
5.The best title for the passage may be ___.
A.Results of Feminist Movements
B.New influence in American Life
C.Counterculture and Its consequence
D.Traditional Division of Male and Female Roles.
Most of us are taught to pay attention to what is said—the words. Words do provide us with some information, but meanings are derived from so many other sources that it would hinder our effectiveness as a partner to a relationship to rely too heavily on words alone. Words are used to describe only a small part of the many ideas we associate with any given message. Sometimes we can gain insight into some of those associations if we listen for more than words. We don’t always say what we mean or mean what we say. Sometimes our words don’t mean anything except “ I’m letting off some steam. I don’t really want you to pay close attention to what I’m saying. Just pay attention to what I’m feeling.”
Mostly we mean several things at once. A person wanting to purchase a house says to the current owner, “This step has to be fixed before I’ll buy.” The owner says, “ It’s been like that for years.” Actually, the step hasn’t been like that for years, but the unspoken message is: “ I don’t want to fix it. We put up with it. Why can’t you?” The search for a more expansive view of meaning can be developed of examining a message in terms of who said it, when it occurred, the
related conditions or situation, and how it was said.
When a message occurs can also reveal associated meaning. Let us assume two couples do exactly the same amount of kissing and arguing. But one couple always kisses after an argument and the other couple always argues after a kiss. The ordering of the behaviors may mean a great deal more than the frequency of the behavior. A friend’s unusually docile behavior may only be understood by noting that it was preceded by situations that required an abnormal amount of assertiveness. Some responses may be directly linked to a developing pattern of responses and defy logic. For example, a person who says “No!” to a serials of charges like “You’re dumb,” “You’re lazy,” and “You’re dishonest,” may also say
“No!” and try to justify his or her response if the next statement is “And
you’re good looking.”
We would do well to listen for how messages are presented. The words, “If sure has been nice to have you over,” can be said with emphasis and excitement or ritualistically. The phrase can be said once or repeated several times. And the meanings we associate with the phrase will change accordingly. Sometimes if we say something infrequently it assumes more importance; sometimes the more we say something the less importance it assumes.
1.Effective communication is rendered possible between two conversing
partners, if ___.
A.they use proper words to carry their ideas.
B.they both speak truly of their own feelings.
C.they try to understand each other’s ideas beyond words.
D.they are capable of associating meaning with their words.
2.“I’m letting off some steam” in paragraph 1 means___.
A.I’m just calling your attention.
B.I’m just kidding.
C.I’m just saying the opposite.
D.I’m just giving off some sound.
3.The house-owner’s example shows that he actually means___.
A.the step has been like that for years.
B.he doesn’t think it necessary to fix the step.
C.the condition of the step is only a minor fault.
D.the cost involved in the fixing should be shared.
4.Some responses and behaviors may appear very illogical, but are justifiable
if___.
A.linked to an abnormal amount of assertiveness.
B.seen as one’s habitual pattern of behavior.
C.taken as part of an ordering sequence.
D.expressed to a series of charges.
5.The word “ritualistically” in the last paragraph equals something
done___.
A.without true intention.
B.light-heartedly.
C.in a way of ceremony.
D.with less emphasis.
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.
