Roger Rosenblatt ’s book Black Fiction,in attemptingto apply literaryratherthansociopolitical criteria to its subject, successfully alters the approach taken by mostprevious studies. As Rosenblatt notes, criticism of Black writing has often served as apretextfor expounding on Black history.Addison Gayle’s recent work, for example, judgesthe value of Black fiction by overtly political standards, rating each work according tothe notions of Black identity which it propounds.Although fictionassuredly springs from politicalcircumstances ，its authors react tothose circumstances in ways other than ideological, and talking about novels and storiesprimarilyas instrumentsof ideologycircumvents much of the fictional enterprise.Rosenblatt ’s literaryanalysisdisclosesaffinitiesand connections among works of Blackfiction which solely political studies have overlooked or ignored. Writing acceptable criticism ofBlack fiction, however, presupposes giving satisfactory answers to a number of questions.First of all, is there a sufficient reason, other than the facial identity of the authors, to group together works by Black authorsSecond, how does Black fiction make itself distinct from other modern fiction with which it islargely contemporaneous Rosenblatt shows that Black fiction constitutes a distinct bodyof writingthat has an identifiable， coherent literarytradition.Looking at novels writtenby Black over the last eighty years, he discovers recurringconcerns and designs independentof chronology. These structures are thematic, and they spring, not surprisingly, from thecentralfact that the Black charactersin these novels exist in a predominantlywhite culture,whether they try to conform to that culture or rebel against it.Black Fictiondoes leave some aestheticquestions open. Rosenblatt ’s thematic analysispermits considerable objectivity; he even explicitly states that it is not his intentionto judge the merit of the various works D yet his reluctance seems misplaced, especiallysince an attempt to appraise might have led to interesting results. For instance, some ofthe novels appear to be structurallydiffuse.Is this a defect,or are the authors workingout of, or trying to forge, a different kind of aesthetic In addition, the style of someBlack novels, like JeanToomey’s Cane, verges on expressionism or surrealism; does thistechnique provide a counterpointto the prevalenttheme that portrays the fate against whichBlack heroes are pitted,a theme usuallyconveyed by more naturalisticmodes of expressionIn spite of such omissions, what Rosenblatt does include in his discussion makes foran astute and worthwhile study. Black Fiction surveys a wide variety of novels, bringingto our attention in the process some fascinating and little-known works like James WeldonJohnson’s Autobiography of an Ex-Colored Man. Its argument is tightly constructed, andits forthright, lucid style exemplifies levelheaded and penetrating criticism.

1. The author of the text is primarily concerned with __________.

[A] Evaluating the soundness of a work of criticism.[B] Comparing various critical approaches to a subject.

[C] Discussing the limitations of a particular kind of criticism.

[D] Summarizing the major points made in a work of criticism.

2. The author of the text believes that Black Fiction would have been improved hadRosenblatt __________.

[A] Evaluated more carefully the ideological andhistoricalaspects of Black fiction.

[B] Attempted to be more objective in his approach to novels and stories by Blackauthors.

[C] Explorein greaterdetailthe recurrentthematicconcerns of Black fictionthroughout its history.

[D] Assessed the relative literary merit of the novels he analyzes thematically.

3.author ’s discussion of Black Fiction can be best described as __________.

[A] Pedantic and contentious.

[B] Critical but admiring.

[C] Ironic and deprecating.

[D] Argumentative but unfocused.author of the text employs all of the following in the discussion ofRosenblatt ’s

4.book EXCEPT： __________.

[A] Rhetorical questions.

[B] Specific examples.

[C] Comparison and contrast.

[D] Definition of terms.

5. The author of the text refers to James WeldonJohnson’s Autobiography of anEx-Colored Man most probably in order to __________.

[A] point out affinitiesbetween Rosenblatt ’s method of thematic analysis and earliercriticism.

[B] Clarify the point about expressionistic style made earlier in the passage.

[C] Qualify the assessment ofRosenblatt ’s book made in the first paragraph of thepassage.

[D] give a specific example of one of the accomplishments ofRosenblatt ’s work.

I hope my father____ ask me about my marks.

Idon’thaveas______moneyasbefore,butmylifeismore______.

Mrs.Whitehas_____thatsheisnotabletogetajob.

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 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 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 bitsm 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 tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout theircompanies and organizations not by analyzing aproblematic situation and then acting, butby acting and analyzing in close concert.Given the great uncertainty of many of the management issues that they face, seniormanagers often instigatea course of action simply to learn more about an issue. They thenuse the results of the action to develop a more complete understanding of the issue. Oneimplicationof thinking/actingcycles is that action is often part of definingthe problem,not just of implementing the solution.

1. According to the text, 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.

2. The text suggests which of the following about the writers on management mentionedin line 1, paragraph 2

[A] They have criticized managers for not following the classical rational model ofdecision analysis.

[B] They have not based their analyses on a sufficientlylarge sample of actual managers.

[C] They have relied in drawing their conclusions on what managers say rather than onwhat managers do.

[D] They have misunderstood how managers use intuition in making business decisions.

3. It can be inferred from the text that which of the following would most probablybe one major differencein behavior between Manager X, who uses intuitionto reach decisions,and Manager Y, who uses only formal decision analysis

[A] Manager X analyzes first and then acts; Manager Y does not.

[B] Manager X checks possiblesolutions toa problem by systematicanalysis ; ManagerY does not.

[C] Manager X takes action in order to arrive at the solution to a problem; ManagerY does not.

[D] Manager Y draws on years of hands-on experience in creatinga solutionto a problem ;Manager X does not.

4. The text provides support for which of the following statements

[A] Managers who rely on intuition are more successful than those who rely on formaldecision analysis.

[B] Managers cannot justify their intuitive decisions.

[C] Managers'' intuition works contrary to their rational and analytical skills.

[D] Intuitionenables managers to employ theirpracticalexperience more efficiently.

5. Which of the following best describes the organization of the first paragraph of the text

[A] An assertion is made and a specific supporting example is given.

[B] A conventional model is dismissed and an alternative introduced.

[C] The results of recent research are introduced and summarized.

[D] Two opposing points of view are presented and evaluated.