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

游客2024-01-13  46
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] It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?
选项 A、Manager X analyzes first and then acts; Manager Y does not.
B、Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
C、Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
D、Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not.
E、Manger Y depends on day-to-day tactical maneuvering; manager X does not.
答案 C
解析 管理者x用直觉做决定，Y用传统模式做决定，哪个选项是二人的主要差别?A．x先分析后行动，Y不是这样。先分析后行动是传统模式内容，此选项正好说反了。B．x检验一个问题做系统分析后提出可能的解决办法。Y不是这样。说反了，x若这样做成了传统模式法。C．X先行动来找解决法，Y不是这样。正确。原文在第四、五段比较两种方式时就指出：行动在直觉模式中是确认问题的一部分，不仅仅是解决问题的部分L76—79，通常是先行动后解释L61一62。D．Y用长年的亲身经验来对一问题找出解决法。此是直觉模式，谈反了。E．Y依赖日常决策，X不是。文中未说两模式在此点上有区别。
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