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发布时间:2024-09-12 06:40:28

[单项选择]Back in 1985, Viktor Cherkashin was a senior KGB officer at the Soviet Embassy in Washington. In the shadowy world of espionage, he had a good professional reputation--a spy’s spy. So when Robert Hanssen decided to switch sides, he sent a letter to Cherkashin offering to work for the Russians.
"I would not have contacted you," Hanssen wrote, "if it were not reported that you were held in esteem within your organization." Today, Cherkashin, 69, is a prosperous Moscow businessman. He owns a big house in the suburbs and drives a light blue 1986 Chevrolet, a trophy car in the streets of Moscow. "I’ve been on my pension now for 10 years," he said when NEWSWEEK contacted him by phone last week. "I’m in the private-security business." Cherkashin didn’t want to discuss the Hanssen case. "I don’t like to talk about other people’s affairs," said the former spymaster.
He wasn’t alone; no one in the Kremlin wanted to talk publicly about the exposure of Hanssen either. But that doesn’t m
A. Washington and Moscow are back to a spy-vs.-spy standoff
B. Russian intelligence, predicting the new Bush administration would be more "pragmatic" and easier to work with than the Clinton White House, may have misread the new Bush administration
C. Russian intelligence may have misread the new Bush administration, because he predicts it would be more "pragmatic" and easier to work with than the Clinton White House
D. Washington has been no pushover

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[单项选择]Back in 1985, Viktor Cherkashin was a senior KGB officer at the Soviet Embassy in Washington. In the shadowy world of espionage, he had a good professional reputation--a spy’s spy. So when Robert Hanssen decided to switch sides, he sent a letter to Cherkashin offering to work for the Russians.
"I would not have contacted you," Hanssen wrote, "if it were not reported that you were held in esteem within your organization." Today, Cherkashin, 69, is a prosperous Moscow businessman. He owns a big house in the suburbs and drives a light blue 1986 Chevrolet, a trophy car in the streets of Moscow. "I’ve been on my pension now for 10 years," he said when NEWSWEEK contacted him by phone last week. "I’m in the private-security business." Cherkashin didn’t want to discuss the Hanssen case. "I don’t like to talk about other people’s affairs," said the former spymaster.
He wasn’t alone; no one in the Kremlin wanted to talk publicly about the exposure of Hanssen either. But that doesn
A. ideology is out, and most acts of subversion are aimed at the United States
B. the aim of its ideology is to subvert the United States
C. ideology and most acts of subversion aimed at the United States are out-dated
D. ideology and most acts of subversion aimed at the United States are in the open air
[单项选择]Dr. Bergsten also has served on the senior staff of the National Security Council, 1969-71, and as a senior fellow of the Brookings Institution, another prominent Washington "think-tank’.
A. permanent
B. famous
C. president
D. important
[简答题]

A. his
B. within
C. obligated
D. back

If one does not pick up (his) dry-cleaning (within) thirty days, the management is not (obligated) to return it (back).


[单项选择]It was ten o’clock () he came back home.
A. when
B. that
C. since
D. after
[单项选择]It’s nearly seven o’clock. Mary______be back home at this moment.
[A] have to [B] must [C] can
[单项选择]Tax authorities accuse owners and senior executives of’ three of Republic of Korea’ s main newspapers of three kind of crimes, except for what
A. Falsifying accounts.
B. Money laundering.
C. Corruption,
D. Selling shares to family members at below market value.
[单项选择]

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 n
A. a manager analyzes a series of problems and then acts on that analysis
B. a manager gathers data by acting and then observes the effects of action
C. action and analysis in managerial practice invariably occur simultaneously
D. a manager takes action, being able to clarify reasons for that action

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