[单项选择]However bad the situation is, the majority is unwilling to risk change.
A. reluctant
B. eager
C. pleased
D. angry

[单项选择] However bad the situation is, the majority is unwilling to risk change.
A. reluctant
B. eager
C. pleased
D. angry

[单项选择]However bad the situation is , the majority is unwilling to risk change.
A. eager
B. reluctant
C. pleased
D. angry

[单项选择]However bad the situation is, the majority is {{U}}unwilling{{/U}} to risk change.
A. reluctant
B. eager
C. pleased
D. angry

[单项选择]However bad the situation is, the facts should not be _____ the people who are concerned about public affairs.
A. kept up
B. kept out
C. kept from
D. kept away

[单项选择]They are not aware of the reasons（）people are unwilling to discuss insurance.
A. when
B. where
C. why
D. how

[单项选择]The majority of French Canadians live in

[单项选择]Surveys show that the majority of passengers are pleased that an agreement has been reached to forbid smoking on _________ flights within the continental United States.
A. economical
B. commercial
C. global
D. internal

[单项选择]The majority of university professors prefer the traditional way of lecturing in the belief that______.
A. it draws the close attention of the students
B. it conforms in a way to the design of the Creator
C. it helps students to comprehend abstract theories more easily
D. it presents course content in a scientific and objective manner

[单项选择]The majority of back-formed words are
A. nouns.
B. adjectives.
C. verbs.
D. adverbs.

[单项选择]

Text 4 The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, 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 of capriciousness. Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is nei
A. Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
B. Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
C. Manager Y draws on years of personal experience in creating a solution to a problem; Manager X does not.
D. Manager X depends on day-by-day tactical activities; Manager X does not.