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

游客2025-02-26  19
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, senior managers use intuition in all of the following ways EXCEPT to
选项 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.
E、evaluate possible solutions to a problem.
答案 D
解析 高层管理者在下面几种方式中应用直觉，除了：A．加快找到解决办法的速度。即原文L49—52所说第五种方式，绕过深奥思考。B．确定一问题。L29—30第一种方式，感到问题存在。C．把不同事实结合在一起。L36—39第三种：将零散数据、事实组合，形成“Aha”体验。D．规定一明确目标。正确，这是本文所说老的决策模式中的内容(clarify goals)，当然不可能是直觉所做。E．评判对一个问题的可能解决方案。L39—49第四种方式，检验传统模式的结果。
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