2022年大學英語考試真題卷187測

2022年大學英語考試真題卷（本卷共分為1大題50小題,作答時間為180分鐘,總分100分,60分及格。）單位: 姓名: 考號:題號單選題多項選擇判斷題綜合題總分分值得分ー、單項選擇題（共50題,每題2分。每題的備選項中,只有一個最符合題意）{{/1}}Inthissectiontherearefourpassagesf〇IIowedbyquestionsorunfinishedstatements,eachwithfoursuggestedanswersmarkedA,B,CandD.Choosetheonethatyouthinkisthebestanswer.Markyouranswersonyouranswersheet.{{/1}}{{B11TEXTA（{/B}}Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclari-lyinggoals,assessingtheproblem,formuIatingoptions,estimatingIikeIihoodsofsuccess,makingadecision,andonIythentakingactiontoimpIernentthedecision.Rather,intheirday-by-daytacticaImaneuvers,theseseniorexecutivesrelyonwhatisvagueIytermedMintuitionHtomanageanetworkofinterrelatedproblemsthatrequirethemtodeaIwithambiguity,ineonsistency,noveIty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintu-ition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg*srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers1intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatIeastfivedistinetways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwe11-1earnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdar8andpracticeintoanintegratedpicture,ofteninan"Aha"experience.Fourth,somemanagersuseintuitionasacheckontheresuItsofmorerationaIanalysis.MostseniorexecutivesarefamiIiarwiththeformaldecisionanalysismodeIsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionaIIyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderapIausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizespatterns.OneoftheimplicationsoftheintuitivestyIeofexecutivemanagementisthat"thinking“isinseparablefromacting.Sincemanagersoften"know"whatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Howthewritersonmanagementunderstandintuitioncanbebestdescribedascontradictory.irrational.insightful.D.vague.AmericansbeIievetimeisaIimitedresource;theytrytoconserveandmanageit.PeopIeintheU.S.often{{U}}(31) {{/U}}seminarsorreadbooksontimemanagement.ItseemstheyalIwantto{{U}} (32) {{/U}}thefttimebetter.Professionalscarryaroundpocketplanners-someinelectronicform~tokeep{{U}} (33){{/U}}ofappointmentsanddeadIines.PeopIedoaIItheycanto{{11}} (34){{/U}}moreIifeoutoftheirtime.TheearlyAmericanheroBenjaminFrankIinexpressedthis{{U}} (35) {{/U}}best:nDoyouloveIifeThendonotwastetime,forthatisthe{{U}}(36){{/U}}Iifeismadeof."ToAmericans,punctuaIityisa{{U}} (37) {{/U}}ofshowingrespectforotherpeople,stime.(38) {{/U}}morethan10minuteslatetoanappointmentusually{{U}} (39) {{/U}}anapology,andmaybeanexplanation.PeopIewhoarerunninglateoftencalI{{U}} (44) {{/U}}toletothersknowofthedelay.Ofcourse,theless{{U}}(41) {{/U}}thesituation,thelessimportantitistobeexactlyontime.Atinformalget-togethers,forexampIe,peopleoftenarrive{{U}}(42) {{/U}}30minutespasttheappointedtime.Buttheyusua11ydon'ttrythatatwork.Tooutsiders,Americansseemtiedtotheclock.PeopIeinotherculturesvaluerelationshipsmorethan{{U}}(43) {{/U}}.Inthesesocieties,peopIedon'ttryto{{U}} (44) {{/U}}time,buttoexperienceit.ManyEasterncultures,forexample,viewtimeasacycle.The{{U}}(45) {{/U}}ofnature-fromthepassingoftheseasonstothemonthIyeyeIeofthemoon-shapestheirviewofevents.PeopIelearnto{{U}} (46){{/U}}totheirenvironment.Asaresult,theyfinditeasiertougowiththeflow”thanAmericans,whoIikeplans{{U}}(47) {{/U}}andunchangeable.EvenAmericanswouId{{11}} (48) {{/U}}thatnoonecanmastertime.Time,Iikemoney,{{U}} (49) {{/U}}aIItooeasilythroughourfingers.Andtime,liketheweather,isveryhardtopredict.{{U}} (50) {{/U}},timeisoneoflife'smostpreciousgifts.Andunwrappingitishalftheanizeorientestablishclassify/1}}Inthissectiontherearefourpassagesf〇IIowedbyquestionsorunfinishedstatements,eachwithfoursuggestedanswersmarkedA,B,CandD.Choosetheonethatyouthinkisthebestanswer.Markyouranswersonyouranswersheet.{{/1}}{(B)}TEXTA{{/B}}Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclari-lyinggoals,assessingtheproblem,formuIatingoptions,estimatingIikeIihoodsofsuccess,makingadecision,andonIythentakingactiontoimpIernentthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermed"intuition"tomanageanetworkofinterrelatedprobIemsthatrequirethemtodeaIwithambiguity,ineonsistency,noveIty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintu-ition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatIeastfivedistinetways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformweII-1earnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdar8andpracticeintoanintegratedpicture,ofteninan"Ahanexperience.Fourth,somemanagersuseintuitionasacheckontheresuItsofmorerationaIanalysis.MostseniorexecutivesarefamiIiarwiththeformaIdecisionanalysismodeIsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderapIausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizespatterns.OneoftheimplicationsoftheintuitivestyIeofexecutivemanagementisthat"thinking"isinseparablefromacting.Sincemanagersoften"know"whatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdeveIopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Intheauthor'sview,seniormanagersdoNOTuseintuitiontoA.speedupthecreationofasolutiontoaproblem.identifyaproblem.specifycleargoals.evaluatepossiblesolutionstoaproblem.AmericansbeIievetimeisaIimitedresource;theytrytoconserveandmanageit.PeopIeintheU.S.often{{U}](31) {{/U}}seminarsorreadbooksontimemanagement.ItseemstheyalIwantto{{U}} (32) {{/U}}thefttimebetter.Professionalscarryaroundpocketplanners-someinelectronicform_tokeep{{U}} (33){{/U}}ofappointmentsanddeadIines.PeopIedoaIItheycanto{{U}} (34){{/U}JmoreIifeoutoftheirtime.TheearlyAmericanheroBenjaminFrankIinexpressedthis{{U}} (35) {{/U}}best:HDoyouloveIifeThendonotwastetime,forthatisthe{{U}}(36){{/U}}lifeismadeof.nToAmericans,punctualityisa{{U}} (37) {{/U}}ofshowingrespectforotherpeople5stime.(38) {{/U}}morethan10minuteslatetoanappointmentusually{{U}} (39) {{/U}}anapology,andmaybeanexplanation.PeopIewhoarerunninglateoftencalI{{U}} (44) {{/U}}toletothersknowofthedelay.Ofcourse,theless{{U}}(41) {{/U}}thesituation,thelessimportantitistobeexactIyontime.Atinformalget-togethers,forexample,peopleoftenarrive{{U}} (42) {{/U}}30minutespasttheappointedtime.Buttheyusuallydon'ttrythatatwork.Tooutsiders,Americansseemtiedtotheclock.PeopIeinotherculturesvaluerelationshipsmorethan{{U}}(43) {{/U}}.Inthesesocieties,peopIedon'ttryto{{U}} (44) {{/U})time,buttoexperienceit.ManyEasterncultures,forexample,viewtimeasaeyeIe.The{{U}}(45) {{/U}}ofnature-fromthepassingoftheseasonstothemonthIyeyeIeofthemoon-shapestheirviewofevents.PeopIeIearnto{{U}} (46){{/U}}totheirenvironment.Asaresult,theyfinditeasierto"gowiththeflow"thanAmericans,whoIikeplans{{U}}(47) {{/U}}andunchangeable.EvenAmericanswouId{{U}} (48) {{/U}}thatnoonecanmastertime.Time,Iikemoney,{{U}} (49) {{/U}}aIItooeasilythroughourfingers.Andtime,Iiketheweather,isveryhardtopredict.{{U}} (50) {{/U}},timeisoneoflitesmostpreciousgifts.Andunwrappingitishalfthefun.A.traceB.trailC.paceD.track{{B}}TEXTRemembertheStoneAgedaysofresearchbackinelementaryschooIandmiddleschooIWewouIdspendcountlesshoursdigestingtheinformationwecouIdfindonindexcards.Doyoureca11usingthoseancientcom-putersthatranwiththeGopherprogramorsomegenericdatabasewhosenameconnotedamarmotthatcouldtakehalfanhourtofindMobyDickWell,alIIhavetosaycanbesummedupinfivewords:ThankGodForTheInternet!ScrewgoingtotheIibrary!Ihaveaccesstodozensofdatabases,journals,andcollectionsofIiteraturerightatmyfingertips.IcancompIetealIofmyresearchathomeandnolongermustrunamokintheIibrary,stressingoutwhiletryingtofindShakespeare5sTheTempestorsomeotherbook,alIthewhiletryingtoblockoutthenoisystudygroupswhohaveforgottenwhatthe"silencepoIicyofIibraries"means.IfyourecaIIthefloodepidemicthathitColoradoStateUniversityjustacoupIesummersago,thatnaturaldisasterwreakedhavocalIovercampus.AlargeportionofjournalsandtextswereIocatedinourlibraries'basementwhichcompIeteIyfilledupwithabout10feetofrainwaterinamatterofhours.TheLoryStudentCenter'sbasementwasalsofIoodedandthatwaswheretheuniversitybookstorewasIo-cated.ThisforcedalmosteveryprofessortoordernewtextbooksandthatreaIIyputadentinourwaIIets.Manystudentshere,myseIfincluded,stillhavetofacethedisappointmentofsearchingforaparticularbookorjournalforalastminutepaper,onlytofindoutthatthecertainitemwasacasualtyofthefIood.ThankstotheInternet,theuniversityimpIementedtheInter-LibraryLoansystem.SeveraluniversitiesaroundColoradohavegenerouslyaidedusinourresearchendeavorsbyIoaninganyresourceweneedforatleasttwotothreeweeks.AlIwehavetodoistypeinarequestandfiveotheruniversityIibrariesautomaticaIIysearchforthatinformation.Withoutthisprogram,Imayhavefailedseveralpapersandprojects.IwouldhavehadtospendmynightsrunningfrompubIicIibrarytopubIicIibraryaroundthestatejusttofindacertainarticleornoveI.TheWorIdWideWebhasalsogivenusthecapabiIitytoorderanytextbookatamuchlowerpricethantheuniversitybookstorescharge.Hey,we'realIcoIIegestudentsandwe'reusuallybroke,soanytimewecanfindadealordiscountthatwiIIsaveusafewbucks,wewillgladlytakeit.Andlastbutnotleast,forthoseofuswhoareconstantlyhomesick,haveaspeciaIsomeonefarawayorstillwanttokeepintouchwithpals,wehavee-maiI.Likemostofyou,ImovedawayfromhometogotoschooIandmyhighschooIfriendsspreadoutacrossthegIobe.Insteadofwastingmoneyonstationeryandenvelopesandstamps(whichseemtoincreaseinpriceabouteveryyear),IcanchatwitheveryonethroughtheInternet.PIus,scanninghasa11owedustosendpicturestooursweethearts,friends,andfamiIywhohaveforgot-tenwhatweIookIike.So,11maskingeveryonetogetontheirhandsandkneesandtopayhomagetotheteIecommunicationsgod,theInternet.Theword"havoc"inthethirdparagraphmeansgreatconcern.widespreadhorror.long-lastinginfluence.greatdamageordestruction.{{B}}TEXTC{{/B}}UntiItheendofthe18thcentury,itwasmenwholavishedattentionontheirfeet.LouisXIVworehighheeIedmulestoshowoffhisshapelylegs;hiscourtiersadornedtheirfiguresandfeetwithfeathers,pinksilk,lace,andjewels;evenincoIoniaIAmerican,menfussedwiththeirwigsandthebowsandbuttonsontheirshoes.Theendofthatfoppery,called"thegreatrenunciation"byhistorians,coincidedwithanepochaIshiftinpoliticsandsociety,towarddemocracy,industry,andreason,awayfromthearistocracywithitsaffectationsthatspokeofrank,parasitismand,tothemodemeyes,effeminacy.Women'sfashionisnow,somebeIieve,attheturningpointofsimiIarmagnitude,coincidingwiththeequallydramaticsociaItransformationofthepastseveraldecades.Thechangehasbeenslow:acenturylongmoveawayfromthepadding,corseting,anddecorationthatmadeawomanintoakindofornatebauble（小擺設）anddisplayedherfamily'swealth,andtowardtheclean,sleekmodernIinesfirstintroducedwiththesuffragemovement.Buttheshifthasacceleratedinrecentyears,thankstochangesinthetechnoIogyandbusinessoffashion.Theusebytopdesignersof"weird,fabulous,unrecognizablesynthetics,"saysHollandernhasruinedthestatusofcertainfabrics,IikeIinen,whichhashadalevelingeffectforthesexesandfor*theclasses."AndtheemergenceofchainsIikeClubMonacomeansthatnforwardIookingstyleisdisseminatedveryfastandverycheaply,"accordingtoValerieSteele,ahistorianandcuratorofMShoes:ALexiconofStyle,nanexhibitionnowonviewatNewYork'sFashionInstituteofTechnology.Suchstoreshavesucceeded,shebeIieves,because“there'ssubstantiaIgroupofpeopIewithasophisticatedeyefordesign"whoareeagerforanaffordableversionofwhatwasoncethoughttobe"dog-whistlefashion,"pitchedsohighthatonlyafewwouldgetit.Againstthatback-ground,theshoesatFITlookIikefashion'slastgasp.TheexhibitbeginswiththemostsymboIica11yIoadedofwomen'sshoes:highheels,whichSteeIecalls"aprimesymboIofwomen'ssexuaIpowerovermen."ThatsamedefianceoffeminineexpectationsisvisiblethroughouttheFITshow:intheboot,forinstance,withitsconnotationsofmachismoand.miIitarypower,ortheandrogynousoxford,madegirIislwithabigchunkyheel.Theshowends,fittingly,withthesneaker.NolongersimplyadownscaIekidwearitem,thebig,brilliantlycolored,high-techsneakerhasbecomeoneofthetoday5smostdramaticfashionstatements,assertingstreethipandfuturisticvelocity.Maybeshoesaren'tsoindifferenttothechangesinmodemIives,afterall.Theendofmen'slavishattentiontofashionmarksgreatpoliticalandsocialchanges.aristocracy.socialranks.thegreatrenunciation.{{B}}TEXTD{(/B}}PresidentwiIImakehiscaseforhis$1.6trilliontaxcutplan,deIiveringaspeechatacommunitycenterinSt.Louis.TheproposalwouldslashfederaltaxratesacrossalIIeveIsofincome,eliminatetheso-caIledmarriagepenaItyandphaseoutestatetaxes.Democratscomplainthattheplan-whichwouldcutthetopratefrom39to33percent-woulddisproportionateIybenefittheweaIthyandunnecessarilysquanderexpectedbudgetsurpluses.SomeoftherichestAmericansareurgingCongressnottorepealtheestatetax,TheNewYorkTimesreportedonWednesday,Feb.14.About120wealthyAmericanshadsignedorsupportedapetitiontoopposephasingoutthetax.PresidentBushhasincludedtherepealofthetaxinhis$1.6trilliontaxcutproposal.Norma11ywhen"dozens”ofAmericansjoininapoliticalcause,itisnotparticularlynoteworthy,butinthiscasethedozensincIude:GeorgeSoros,abiIIionairefinancier;WarrenBuffett,aninvestorIistedasAmerica*sfourth-richestperson;thephilanthropistDavidRockefelIerJr.;andWilliamGatesSr.,aSeattIelawyerandfatherofAmerica*srichestman,MicrosoftCorp.ChairmanBi11Gates.ItwasrefreshingtoseeBufferandGeorgeSorosandanumberofotherextremelywealthyluminariesstandupinoppositiontoPresidentBush,sproposedrepealoftheestatetax.WhilethepolicyhassomeemotionaIattractions-itwouldprotecttheinheritorsofsomesmalIbusinessesfromhavingtoseiIthecompaniestopaytaxes,anditistruethatmostpeopIehavebeentaxedontheirsavingsoncealready-inpracticethetaxrepealwouldmainlybeawindfalIforaverysmalInumberofvery,veryrichpeople.Bufferandcompanycitethesefactorsintheirpetitioncallingforoppositiontotheestate-taxrepeaI.Theyalsodiscusssomethingthat,sequallyemotionaIandfarmorecompIex:theprincipleofmeritocracy.TheideathateveryoneinAmericahasanequalchance,thatourfatesarenotdeterminedbyaccidentsofbirth,isoneofourcorevalues.AndnowhereisthisprinciplemorereveredthaninthetechnoIogyeconomy;entrepreneurshipisaImostbydefinitionanexpressionofmeritocracy.ThepetitionersarguethatrepealingthetaxwiIIcosttheTreasurybillionsofdoIlarsinlostrevenuesandwiIIresultineitherincreasedtaxesinthelongrunorcutstoMedicate,SociaISecurity,environmentalprotectionandothergovernmentprograms.RepeaIingthelevy"wouldenrichtheheirsofAmerica,smi11ionairesandbillionaires,whilehurtingfamiIieswhostruggletomakeendsmeet,"thepetitionsays.BuffertoldtheTimesthatrepealingtheestatetaxwouldbea"terriblemistake"andtheequivalentof"choosingthe202001ympicteambypickingtheeldestsonsofthegoId-medaIwinnersinthe2000Olympics.”Anoldbrokeragecommercialsays:"Hemadehismoneytheold-fashionedway:Heearnedit."TherewasaperfectparodyoftheadinwhichtheIineread:"Hemadehismoneytheold-fashionedway:Heinheritedit.”In20or50or100years,whichoftheseIineswiIIberightBufferandSorosandfriends,totheircredit,wanttohelpmakethefirstonereal.Let'shopethisisonlyonestepinthatprocess.Whowi11benefitmostfromtheestate-taxrepealinpracticeA.Thebusinessmendealinginrealestate.Theinheritorsofsomesmallbusinesses.Averysmallnumberofvery,veryrichpeople.Thepeoplewhostruggletomakebothendsmeet.{(/1}}Inthissectiontherearefourpassagesf〇IIowedbyquestionsorunfinishedstatements,eachwithfoursuggestedanswersmarkedA,B,CandD.Choosetheonethatyouthinkisthebestanswer.Markyouranswersonyouranswersheet.{{/1}}{{B}}TEXTA{{/B}1Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclari-lyinggoals,assessingtheproblem,formuIatingoptions,estimatingIikeIihoodsofsuccess,makingadecision,andonIythentakingactiontoimpIementthedecision.Rather,intheirday-by-daytacticaImaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermednintuition11tomanageanetworkofinterrelatedprobIemsthatrequirethemtodeaIwithambiguity,ineonsistency,noveIty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintu-ition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg*srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers*intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatIeastfivedistinetways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformweIHIearnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdar8andpracticeintoanintegratedpicture,ofteninan“Aha"experience.Fourth,somemanagersuseintuitionasacheckontheresuItsofmorerationaIanalysis.MostseniorexecutivesarefamiIiarwiththeformaIdecisionanalysismodeIsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionaIIyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderapIausibIesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizespatterns.OneoftheimplicationsoftheintuitivestyIeofexecutivemanagementisthat"thinking“isinseparablefromacting.Sincemanagersoften"know"whatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.WhichofthefollowingbestexempIifies"an'Aha!’experience"(Line6,Para.3)asispresentedinthetextAmanagerriskstakinganactionwhoseoutcomeisunpredictable.Amanagerperformswell-learnedandfamiliarbehaviorpatternsincreativeanduncharacteristicwaystosolveaproblem.Amanagersuddenlyconnectsseeminglyunrelatedfactsandexperiencestocreateapatternrelevanttotheproblemathand.Amanagerswiftlydecideswhichofseveraltacticstoimplementtodealwithaproblem.AmericansbeIievetimeisaIimitedresource;theytrytoconserveandmanageit.PeopIeintheU.S.often{{U}}(31) {{/U}}seminarsorreadbooksontimemanagement.ItseemstheyalIwantto{{U}} (32) {{/U}}thefttimebetter.Professionalscarryaroundpocketplanners-someinelectronicform_tokeep{{11}} (33){{/U}}ofappointmentsanddeadIines.PeopIedoa11theycanto{{U}} (34){{/U}}moreIifeoutoftheirtime.TheearlyAmericanheroBenjaminFrankIinexpressedthis{{U}} (35) {{/U}}best:MDoyouloveIifeThendonotwastetime,forthatisthe{{U}}(36){{/U}}lifeismadeof.wToAmericans,punctuaIityisa{{U}} (37) {{/U}}ofshowingrespectforotherpeople1stime.(38) {{/UHmorethan10minuteslatetoanappointmentusually{{U}} (39) {{/U}}anapology,andmaybeanexpIanation.PeopIewhoarerunningIateoftencalI{{U}} (44) {{/U}}toletothersknowofthedelay.Ofcourse,theless{{U}}(41) {{/U}}thesituation,thelessimportantitistobeexactlyontime.Atinformalget-togethers,forexampIe,peopIeoftenarrive{{U}}(42) {{/U}}30minutespasttheappointedtime.ButtheyusuaIIydon'ttrythatatwork.Tooutsiders,Americansseemtiedtotheclock.PeopIeinotherculturesvaluerelationshipsmorethan{{U}} (43) {{/U}}.Inthesesocieties,peopIedon'ttryto{{U}} (44) {{/U}}time,buttoexperienceit.ManyEasterncultures,forexample,viewtimeasaeyeIe.The{{U})(45) {{/U}}ofnature-fromthepassingoftheseasonstothemonthIyeyeIeofthemoon-shapestheirviewofevents.PeopIeIearnto{{U}} (46){{/U}}totheirenvironment.Asaresult,theyfinditeasierto“gowiththeflow"thanAmericans,whoIikeplans{{U}}(47) {{/U}}andunchangeable.EvenAmericanswouId{{U}} (48) {{/U}}thatnoonecanmastertime.Time,Iikemoney,{{U}} (49) {{/U}}aIItooeasilythroughourfingers.Andtime,Iiketheweather,isveryhardtopredict.{{U}} (50) {{/U}},timeisoneofIife'smostpreciousgifts.Andunwrappingitishalfthefun.grindcrashsqueezesquash({B11TEXTB{{/B}}RemembertheStoneAgedaysofresearchbackinelementaryschooIandmiddleschooIWewouIdspendcountIesshoursdigestingtheinformationwecouIdfindonindexcards.Doyoureca11usingthoseancientcom-putersthatranwiththeGopherprogramorsomegenericdatabasewhosenameconnotedamarmotthatcouldtakehalfanhourtofindMobyDickWell,alIIhavetosaycanbesummedupinfivewords:ThankGodForTheInternet!ScrewgoingtotheIibrary!Ihaveaccesstodozensofdatabases,journals,andcoIIectionsofIiteraturerightatmyfingertips.IcancompIetealIofmyresearchathomeandnolongermustrunamokintheIibrary,stressingoutwhiletryingtofindShakespeare9sTheTempestorsomeotherbook,alIthewhiletryingtoblockoutthenoisystudygroupswhohaveforgottenwhatthensilencepolicyofIibrariesHmeans.IfyourecaIIthefloodepidemicthathitColoradoStateUniversityjustacoupIesummersago,thatnaturaldisasterwreakedhavocalIovercampus.AlargeportionofjournalsandtextswereIocatedinourIibraries9basementwhichcompIeteIyfilledupwithabout10feetofrainwaterinamatterofhours.TheLoryStudentCenter'sbasementwasalsofloodedandthatwaswheretheuniversitybookstorewasIo-cated.Th