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The majority of successful senior managers do not closely follow the classic

游客2024-01-13  43
问题     The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulat- ing 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 to thinking.
    Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers dis- play a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capri-ciousness.
    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 bits 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 systemat- ic 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 intu- ition 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 tied to action in thinking /acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
    Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution. [br] According to the passage, the classical model of decision analysis includes all of the following EXCEPT
选项 A、evaluation of a problem.
B、creation of possible solutions to a problem.
C、establishment of clear goals to be reached by the decision.
D、action undertaken in order to discover more information about a problem.
E、comparison of the probable effects of different solutions to a problem.
答案 D
解析 传统的决策模式不包括下列哪一种?见第一段L3—8的列举。A．评估问题。原文assess the problem。B．给一个问题提供可能解决法。原文formulate options。C．确定明确目标。原文clarify goals。D．正确。采取行动为了发现关于一问题的更多信息。这是文中第四、五段所讲直觉模式的特点。E．对一个问题的几种解决可能进行比较。原文estimate the likelihood。
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