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Since five managers are going to give their reports, the meeting (last) ______ for at least two hours.
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Managers Wanted
Posting Date: Oct. 14th, 2007.
Nestle East Coast Distribution Center is currently looking for qualified managers to work in several retail stores in the North America market. We have been dedicated to selling our great quality clothing to our customers at the lowest possible prices since our inception fifteen years ago.
The prospective candidates must possess outstanding communication, supervisory and public relation skills regardless of experience in related fields. We are the leading company in providing on-the-job training and offering a pleasant work environment to our employees. Successful candidates will be responsible for organizing all hiring, training new employees and evaluating their job performance.
Employee Benefits:
Health, life, medical and dental insurance coverage
Paid vacation and paid maternal leave
Five work days a week (from Monday to Friday)
Complimentary education and training support
Competitive bonus program and incentive systems
A good retirement plan
Please submit your resume and cover letter to the address listed below. Or email it to eastjobs@nestleeast.com as a word document.
Nestle East Coast Distribution Center
ATTN: Human Resources
311 Half Acre Rd,
Cranbury, New Jersey 08512
In Person: Drop off your resume and cover letter at the above address October 20-October 24, 8:00 a.m.-7:00 p.m.
We will personally contact qualified applicants to arrange an interview. Please, no phone calls.
How long has Nestle been in business？
A．Five years
B．Fifteen years
C．Three years
D．Thirteen years
Generations of writers on management have recognized that some practicing managers rely heavily on intu- ition. 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 bits of dar8 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 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 tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
The classical model of decision analysis includes all EXCEPT
A．evaluation of a problem.
B．establishment of clear goals to be reached by the decision.
C．action undertaken in order to discover more information about a problem.
D．comparison of the probable effects of different solutions to a problem.
A、rather 前面
B、rather 后面
C、-
D、-
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 bits 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 tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.
According to the passage, the classical model of decision analysis includes all of the following EXCEPT______.
A．evaluation of a problem
B．action undertaken in order to discover more information about a problem
C．establishment of clear goals to be reached by the decision
D．comparison of the probable effects of different solutions to a problem
A、Financial statements for the last financial year
B、Tax records for the past five years
C、Budgets for the coming financial year
D、Bank statement for the past year
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 of 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 personal experience that build skills. A third function of intuition is to synthesize isolated bits 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 suspicious 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 find out 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 invariably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
Given the great uncertainty of many of the management issues that they face, senior managers often initiate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.
Notes:
capriciousness 多变，反复无常。run counter to与…背道而驰；违反。bypass 绕过。in close concert一齐，一致。given prep.考虑到，由于。
The logical organization of the first paragraph of the text is that _____.
A．a conventional model is dismissed and an alternative introduced.
B．the results of recent research are introduced and summarized.
C．two opposite points of view are presented and evaluated.
D．a widely accepted definition is presented and qualified.
The majority of successful senior managers do not
closely follow the classical rational model of first clari-
fying goals, assessing the problem, formulating options,
estimating likelihoods of success, making a decision,
(5) 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 “intu-
ition” to mangage a network of interrelated problems
that require them to deal with ambiguity, inconsistency,
(10) novelty, and surprise; and to integrate action into the
process to thinking.
Generations of writers on management have recog-
nized that some practicing managers rely heavily on
intuition. In general, however, such writers display a
(15) poor grasp of what intuition is. Some see it as the oppo-
site of rationality: others view it as an excuse for ca-
priciousness.
Isenberg’s recent research on the cognitive processes
of senior managers reveals that managers’ intuition is
(20) 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 intu-
ition to perform. well-learned behavior. patterns rapidly.
This intuition is not arbitrary or irrational, but is based
(25) on years of painstaking practice and hands-on experi-
ence that build skills. A third function of intuition is to
synthesize isolated bits of data and practice into an inte-
grated picture, often in an “Aha!” experience. Fourth,
some managers use intuition as a check on the results
(30) 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
(35) 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.
(40) One of the implications of the intuitive style. of execu-
tive 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 tied
(45) to action in thinking/acting cycles, in which managers
develop thoughts about their companies and organiza-
tions not by analyzing a problematic situation and then
acting, but by acting and analyzing in close concert.
Given the great uncertainty of many of the manage-
(50) ment issues that they face, senior managers often insti-
gate a course of action simply to learn more about an
issue. They then use the results of the action to develop
a more complete understanding of the issue. One impli-
cation of thinking/acting cycles is that action is often
(55) part of defining the problem, not just of implementing
the solution.
According to the passage, 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
E．evaluate possible solutions to a problem
A、people are largely the same from culture to culture with respect to values
B、the views of managers differ greatly from those of employees with respect to values
C、the views of IBM employees differ widely from the general population with respect to values
D、people vary from culture to culture in five value categories
It's five years since his brother ______ (join)the army．
They ______ us since five o'clock this morning until now.
A．are helping
B．help
C．have helped
D．have been helping
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