Directions: Read the passage carefully. Then answer the questions or complete the statements in the fewest possible words.

   Sociologists have long recognised that organisations of less than 200 individuals can operate through the free flow of information among the members. Once their size goes beyond this figure, the organizations are getting less flexible. So it seems necessary to prevent total disorder resulting from failures of communication.

   One solution to this problem would, of course, be to structure large organisations into smaller units of a size that can act as a group. By allowing these groups to build reliance on each other, larger organizations can be built up. However, merely having groups of, say, 150 will never of itself be a complete solution to the problems of the organization. Something else is needed: the people involved must be able to build direct personal relationships. To allow free flow of information, they have to be able to communicate with each other in a casual way. Maintaining too formal a structure of relationships inevitably prevents the way a system works.

   The importance of this was drawn to my attention two years ago by the case of a TV station. Whether by chance or by design, it so happened that there were almost exactly 150 people in the station. The whole process worked very smoothly as an organization for many years until they were moved into purpose-built accommodation. Then, for no apparent reason, the work seemed to be more difficult to do, not to say less satisfying.

   It was some time before they work out what the problem was. It turn out that, when the architects were designing the new building, they decided that the coffee room where everyone ate their sandwiches at lunch times was an unnecessary luxury and so did away with it. And with that, they accidentally destroyed the close social networks that strengthened the whole organization. What had apparently been happening was that, as people gathered informally over their sandwiches in the coffee room, useful information was casually being exchanged.

(Note: Answer the questions or complete the statements in NO MORE THAN EIGHT WORDS.)

1.What size of an organization may lead to communication failures?

2.What are the two solutions to the communication problem within a large organization?

3.After the TV station moved into new accommodation, its operation ___________________________.

4.From the case of the TV station, we can conclude it is ____________________________________ that make(s) an organization more successful.

Directions: Read the passage carefully. Then answer the questions or complete the statements in the fewest possible words.
Sociologists have long recognised that organisations of less than 200 individuals can operate through the free flow of information among the members. Once their size goes beyond this figure, the organizations are getting less flexible. So it seems necessary to prevent total disorder resulting from failures of communication.
One solution to this problem would, of course, be to structure large organisations into smaller units of a size that can act as a group. By allowing these groups to build reliance on each other, larger organizations can be built up. However, merely having groups of, say, 150 will never of itself be a complete solution to the problems of the organization. Something else is needed: the people involved must be able to build direct personal relationships. To allow free flow of information, they have to be able to communicate with each other in a casual way. Maintaining too formal a structure of relationships inevitably prevents the way a system works.
The importance of this was drawn to my attention two years ago by the case of a TV station. Whether by chance or by design, it so happened that there were almost exactly 150 people in the station. The whole process worked very smoothly as an organization for many years until they were moved into purpose-built accommodation. Then, for no apparent reason, the work seemed to be more difficult to do, not to say less satisfying.
It was some time before they work out what the problem was. It turn out that, when the architects were designing the new building, they decided that the coffee room where everyone ate their sandwiches at lunch times was an unnecessary luxury and so did away with it. And with that, they accidentally destroyed the close social networks that strengthened the whole organization. What had apparently been happening was that, as people gathered informally over their sandwiches in the coffee room, useful information was casually being exchanged.
(Note: Answer the questions or complete the statements in NO MORE THAN EIGHT WORDS.)
【小题1】What size of an organization may lead to communication failures?
【小题2】What are the two solutions to the communication problem within a large organization?
【小题3】After the TV station moved into new accommodation, its operation ___________________________.
【小题4】From the case of the TV station, we can conclude it is ____________________________________ that make(s) an organization more successful.

  Michael Jordan is still Michael Jordan, even though he is 38 years old.

  The basketball legend sent last week to all the people who doubt his superpower on the court since his second comeback at the beginning of this season.

  The five-time American National Basketball Association (NBA) Most Valuable Player(MVP) scored 51 points in his season----high score in 38 minutes, leasing the Washington Wizards to beat the Charlotte Hornets 107-90 on Saturday night.

  “I think after tonight they are going to say less,” Jordan said after the match, referring to those who criticized his second return from retirement.

  Jordan’s performance made a very good slam at the very right time.

  Just two days before, Jordan had his worst game in his nearly 16-year career. He was limited to only six points in an NBA game that the Wizards lost 81-108 to the Indiana Pacers. He had scored at least 10 points in 866 consecutive (continuous) games since his previous low of eight points against Cleveland in 1986.

  When Jordan made the announcement of his second comeback from retirement last September, only a few people were optimistic that he could regain his old glory.

  Even Jordan had doubts. “I’m doing it for the love of the game,” he said a week before his announcement on September 25, “Nothing else. For the love of the game.”

  And Jordan’s performance---until last Saturday---in the 2001-02 season almost proved that.

  People had seen a good ---but not super---basketball player struggle to fight among much younger talents.

  He could not save the Wizards. He could miss the final shot----something he always nailed in Chicago. In some games, he was not even his team’s top scorer; 22-year-old teammate Richard Hamilton said proudly that “not only have we learned how to play with Jordan, but he learned how to play with me” after scoring more than Jordan in several games.

  Yet Jordan managed to fight back, “I go into tomorrow’s game knowing that I’ve found my shot, I’ve found my rhythm, and hopefully when asked, I can perform,” Jordan said. “I don’t think I can do 50 points every night, but I think I can be a threat a force out there for 38 minutes.”

1. From the text we can know Jordan’s lowest points in a game is__________.

   A. six　　   B. eight　　    C. sixteen　　   D. ten

2. What Richard Hamilton said suggests that _________.

   A. Jordan’s teammates are proud of him

   B. Richard’s wouldn’t like to learn from Jordan as before

   C. Jordan isn’t the super star as he used to be

   D. Richard has become a super star instead of Jordan

3. The author writes this text in order to __________.

   A. tell us the career of Jordan

   B. tell us that Jordan is still a great basketball player, though not as young as before

   C. make all the skeptics have faith of Jordan

   D. prove that Jordan is sure to be as powerful as before