武汉大学考博英真题2007年.docVIP

武汉大学真题2007年 (总分100, 考试时间90分钟) Part Ⅰ Reading Comprehension Directions: There are 4 reading passages in this part. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C, and D. You should decide on the best choice and mark your answer on the ANSWER SHEET by blackening the corresponding letter in the brackets. What is so special about intuitive talent? Extensive research on brain skills indicates that those who score as highly intuitively on such test instruments as the Myers-Briggs Type Indicator tend to be the most innovative in strategic planning and decisionmaking. They tend to be more insightful and better at finding new ways of doing things. In business, they are the people who can sense whether a new product idea will fly in the marketplace. They are the people who will generate ingenious new solutions to old problems that may have festered for years. These are the executives that all organizations would love to find. But, surprisingly, organizations often thwart, block, or drive out this talent--the very talent they require for their future survival! At the very least, most organizations lack well- established human-capital programs designed to search for and consciously use their employees intuitive talent in the strategic-planning process. As a result, this talent is either not used, suppressed, or lost altogether. Typically, highly intuitive managers work in an organizational climate that is the opposite of that which would enable them to flourish and to readily use their skills for strategic decisionmaking. This climate can be characterized as follows: New ideas are not readily encouraged. Higher managers choose others who think much as they do for support staff. Unconventional approaches to problemsolving encounter enormous resistance. Before long, the intuitive executive begins to emotionally withdraw, slowly but surely reducing his or her input and often leaving the organ