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Unit 2 College Pressures
Key to Exercise II
1. scribbled 2. authentic 3. unswervingly
5. venerated 6. induce 7. intangible
9. visualize 10. sampled 11. exhilarated
13. exhorted 14. tenacity 15. pay-off
17. vacillated 18. furtively 19. symptomatic
21. contagious 22. reverse 23. juggled
25. circuitous 26. potent 27. positively
29. steer 30. drab
Key to Exercise III
1. jets 2. job 3. ever
5. catered 6. accused 7. volume
9. quality 10. matter 11. right
13. low 14. more 15. no
17. viable 18. traffic 19. jostling
21. result 22. some 23. hovering
25. business 26. invested 27. apart
29. time 30. In-flight 31. attention
33. accent 34. Regular 35. room
37. it 38. snatch 39. proved
41. improve 42. are 43. inevitable
45. there 46. to 47. process
49. attract 50. themselves 51. change
53. flight 54. practice 55. businessmen
57. thwart 58. passengers 59. But
Key to Exercise IV
A lot of the mental anguish of decision making
comes because we often worry in factual vacuum. An
endless number of stewing can be avoided if we do
what all good executives with a problem that can't
be settled: return it back for more data. A famous
university dean once said, "If I have a problem has
to be faced at 3 o'clock next Tuesday, I refuse to
make a decision about it when Tuesday arrives. In the
meantime I concentrate on getting all the facts
that bear the problem. And by Tuesday, if I've got
4. savored
8. dimension
12. accrue
16. synthesize
20. perceive
24. nurture
28. intertwined
4. Indeed
8. Too
12. need
16. specializing
20. created
24. background
28. list
32. lure
36. offered
40. aircraft
44. bearable
48. passengers
52. traveller
56. one
60. air
1
2 a
3 amount
4 do
5 send
6 that
7
8 until
9
10 on
all the facts, the problem usually solves by itself. 11 by
But just gathering the facts won't solve hard 12 the
problems. "The problem in coming up to a firm and 13 up
clear-sighted decision," said and old veteran infantry 14 old
commander and now commandant of the National War 15
College, "is not only take possession of facts, but 16 to
marshal them in good order. In the army, we train 17 to
our leaders to draw up we call an Estimate of the 18 what
Situation. At first, they must know their objective. 19 At
Except you know what you want, you can't possibly 20 unless
decide how to get it. Second, we teach them to consider 21
alternate means of attaining that objective. 22 alternative
Very rarely that a goal, military or any other, can 23 that
be realized in only one way. Next we line up pros 24 the
and cons of each alternative, as far as we can see . 25 them
Then we choose the cause that appears most likely to 26 course
achieve the results we want. Furthermore that does 27 Furthermore
not guarantee success. But at least it allows us to 28
decide as intelligent as the situation permits. It 29 intelligently
prevents us from going of on a half-baked hunch that 30 off
may turn out to be disastrous.
Key to Exercise V
1. I was really up the creek when I went into the department store and found that I had
no money with me.
2. Goods were piling up at the docks because the workers had gone on strike against
terrible working conditions.
3. As a member of the Secretariat of the Central Committee of the Workers' Party,
Huang was privy to many top state secrets.
4. People want their wages to catch up with the price hike.
5. Dialectical materialism and historical materialism can help us see things in
perspective.
6. He asked the barber to thin out his thick hair.
7. In accordance with the requirements of a market economy, the State Council cut
back on the number of departments directly involved in economic management.
8. In his first speech at the Legislative Council the Chief Executive made much of
the role of high technology in economic development.
9. I cannot conceive of a blind man working as a radio sports commentator.
10. He should have retired long ago. Why does he still hang on to power?
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