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

游客2025-02-26  9
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] The passage suggests which of the following about the "writers on management" mentioned in lines 16 - 17?
选项 A、They have criticized managers for not following the classical rational model of decision analysis.
B、They have not based their analyses on a sufficiently large sample of actual managers.
C、They have relied in drawing their conclusions on what managers say rather than on what managers do.
D、They have misunderstood how managers use intuition in making business decisions.
E、They have not acknowledged the role of intuition in managerial practice.
答案 D
解析 对于L16—17的“管理学作者”文中指出：A．他们批评管理者未遵循传统分析模式。文中无。B．他们未将其分析建立在真正管理者的实例之上。文中没有这种缺点。C．他们的结论根据管理者所说，而不是依据他们所做。文中无此种指责。D．正确。他们误解了管理者怎样应用直觉做一些商业决定。见原文L19—23有明确描述，并举出两种误解。E．他们没有承认直觉在管理实践中的地位。原文L16—18指出，他们早已认识到此点。
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