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

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

游客2024-01-13  45
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 provides support for which of the following statements?
选项 A、Managers who rely on intuition are more successful than those who rely on formal decision analysis.
B、Managers cannot justify their intuitive decisions.
C、Managers’ intuition works contrary to their rational and analytical skills.
D、Logical analysis of a problem increases the number of possible solutions.
E、Intuition enables managers to employ their practical experience more efficiently.
答案 E
解析 下列哪个观点为文章所支持?A．依赖直觉的管理者比依靠传统方式的更容易成功。易错。文中没有此种说法，尽管可以看出作者比较推崇直觉方法，但并未彻底否定传统模式。B．管理者不能说出他们直觉式决策的道理。做出决策时或许不清楚，但随着行动推进．对问题本身认识也会深入。见原文四、五段。C．管理者的直觉作为理性、分析能力的对立面起作用。原因同A。D．对一个问题的逻辑分析增加了可能解决方法的数目。文中无。E．直觉使管理者更好地应用其实践经验。正确。见原文L30—36直觉的第二个应用。
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