标题: 求教2道OG13的阅读题目 [打印本页] 作者: zhangdanqing 时间: 2013-8-12 03:09 标题: 求教2道OG13的阅读题目 OG 13
The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating 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 of thinking.
Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.
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 systematic 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 intuition 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.
#94. The passage suggests which of the following about the "writers on management" mentioned in line 12?
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 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.
OG 答案是D。
我选了E. 我觉得原文第二段In general, however, such writers display a poor grasp of what intuition is. 这句话放到D和E都说得通
#96. According to the passage, the classical model of decision analysis includes all of the following EXCEPT
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
OG 答案是D.
我做的时候定位到原文第一段： The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision.
我的答案是E. 现在看D是对的。但我觉得E的解释有点牵强： Comparing probable effects is identified as estimating likelihoods of success. 因为D和E选项在原文中都没有直接对应的句子。
求指教。谢谢大家啦！作者: zhangdanqing 时间: 2013-8-12 14:12
有人能帮我一下嘛作者: Lmcd158 时间: 2017-3-25 01:22
and only then taking action to implement the decision. 最后一步才是做决定。这里讨论的是decision analysis，所以这样的话D不对。你把选项和文中的4个步骤一一对应剩下的也是D。