单选题
单选题
When I first got an e-mail account ten years ago, I received communications only from family, friends, and colleagues. Now it seems that every time I check my e-mail, I have an endless series of advertisements and other correspondence that do not interest me at all. If we want e-mails to continue to be useful, we need specific laws that make spamming(发送垃圾邮件) a crime.
If law makers do not do something soon to prohibit spam, the problem will certainly get much worse. Computer programs allow spammers to send hundreds of millions of e-mails almost instantly. As more and more advertisers turn to spam to sell their products, individual(个人的) e-mail boxes are often flooded with spam e-mails. Would people continue to use e-mail if they had to deal with an annoying amount of spam each time
This problem is troubling for individuals and companies as well. Many spam e-mails contain computer viruses that can shut down the entire network of a company. Companies rely on e-mails for their employees to communicate with each other. Spam frequently causes failures in their local communications networks, and their employees are thus unable to communicate effectively. Such a situation results in a loss of productivity and requires companies to repeatedly repair their networks. These computer problems raise production costs of companies, which are, in the end, passes on to the consumer.
For these reasons, I believe that lawmakers need to legislate (立法) against spam. Spammers should be fined, and perhaps sent to prison if they continue to disturb people. E-mail is a tool which helps people all over the world to communicate conveniently, but spam is destroying this convenience.
A:Companies rely on e-mails for communications. B:More people in the world communicate by e-mails. C:Many computer viruses contain spam e-mails. D:More advertisers begin to promote sales through spam.
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 to 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 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 ofmany 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.
The passage provides support for which of the following statements
A:Managers who rely on intuition are more successful than those who rely on formal decision analysis. B:Managers cannot justify their intuitive decisions. C:Managers’ intuition works contrary to their rational and analytical skills. D:Intuition enables managers to employ their practical experience more efficiently.
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 to 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 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 ofmany 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.
A:Managers who rely on intuition are more successful than those who rely on formal decision analysis B:Managers cannot justify their intuitive decisions C:Managers’ intuition works contrary to their rational and analytical skills D:Intuition enables managers to employ their practical experience more efficiently
Independent language learners rely on themselves ______.
When I first got an e-mail account ten years ago, I received communications only from family, friends, and colleagues. Now it seems that every time I check my e-mail, I have an endless series of advertisements and other correspondence that do not interest me at all. If we want e-mails to continue to be useful, we need specific laws that make spamming(发送垃圾邮件) a crime.
If law makers do not do something soon to prohibit spam, the problem will certainly get much worse. Computer programs allow spammers to send hundreds of millions of e-mails almost instantly. As more and more advertisers turn to spam to sell their products, individual(个人的) e-mail boxes are often flooded with spam e-mails. Would people continue to use e-mail if they had to deal with an annoying amount of spam each time
This problem is troubling for individuals and companies as well. Many spam e-mails contain computer viruses that can shut down the entire network of a company. Companies rely on e-mails for their employees to communicate with each other. Spam frequently causes failures in their local communications networks, and their employees are thus unable to communicate effectively. Such a situation results in a loss of productivity and requires companies to repeatedly repair their networks. These computer problems raise production costs of companies, which are, in the end, passes on to the consumer.
For these reasons, I believe that lawmakers need to legislate (立法) against spam. Spammers should be fined, and perhaps sent to prison if they continue to disturb people. E-mail is a tool which helps people all over the world to communicate conveniently, but spam is destroying this convenience.
A:Companies rely on e-mails for communications. B:More people in the world communicate by e-mails. C:Many computer viruses contain spam e-mails. D:More advertisers begin to promote sales through spam.
When I first got an e-mail account ten years ago, I received communications only from family, friends, and colleagues. Now it seems that every time I check my e-mail, I have an endless series of advertisements and other correspondence that do not interest me at all. If we want e-mails to continue to be useful, we need specific laws that make spamming(发送垃圾邮件) a crime.
If law makers do not do something soon to prohibit spam, the problem will certainly get much worse. Computer programs allow spammers to send hundreds of millions of e-mails almost instantly. As more and more advertisers turn to spam to sell their products, individual(个人的) e-mail boxes are often flooded with spam e-mails. Would people continue to use e-mail if they had to deal with an annoying amount of spam each time
This problem is troubling for individuals and companies as well. Many spam e-mails contain computer viruses that can shut down the entire network of a company. Companies rely on e-mails for their employees to communicate with each other. Spam frequently causes failures in their local communications networks, and their employees are thus unable to communicate effectively. Such a situation results in a loss of productivity and requires companies to repeatedly repair their networks. These computer problems raise production costs of companies, which are, in the end, passes on to the consumer.
For these reasons, I believe that lawmakers need to legislate (立法) against spam. Spammers should be fined, and perhaps sent to prison if they continue to disturb people. E-mail is a tool which helps people all over the world to communicate conveniently, but spam is destroying this convenience.
A:Companies rely on e-mails for communications. B:More people in the world communicate by e-mails. C:Many computer viruses contain spam e-mails. D:More advertisers begin to promote sales through spam.
