og-4
The majority of successful senior managers do not
closely follow the classical rational model of first clari-
fying goals, assessing the problem, formulating options,
estimating likelihoods of success, making a decision,
(5) 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 “intu-
ition” to mangage a network of interrelated problems
that require them to deal with ambiguity, inconsistency,
(10) novelty, and surprise; and to integrate action into the
process to thinking.
Generations of writers on management have recog-
nized that some practicing managers rely heavily on
intuition. In general, however, such writers display a
(15) poor grasp of what intuition is. Some see it as the oppo-
site of rationality: others view it as an excuse for ca-
priciousness.
Isenberg’s recent research on the cognitive processes
of senior managers reveals that managers’ intuition is
(20) 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 intu-
ition to perform well-learned behavior patterns rapidly.
This intuition is not arbitrary or irrational, but is based
(25) on years of painstaking practice and hands-on experi-
ence that build skills. A third function of intuition is to
synthesize isolated bits of data and practice into an inte-
grated picture, often in an “Aha!” experience. Fourth,
some managers use intuition as a check on the results
(30) 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
(35) 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.
(40) One of the implications of the intuitive style of execu-
tive 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
(45) to action in thinking/acting cycles, in which managers
develop thoughts about their companies and organiza-
tions 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 manage-
(50) ment issues that they face, senior managers often insti-
gate 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 impli-
cation of thinking/acting cycles is that action is often
(55) part of defining the problem, not just of implementing
the solution.
23. 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?
(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.
C is the best answer. The question requires you to compare behavior based on intuition with behavior based on formal decision analysis. This choice specifies that the manager who uses intuition incorporates action into the decision-making process, but the manager who uses formal analysis does not. This distinction is made in several places in the passage. Lines 6-7 emphasize that decision-making and action-taking are separate steps in formal decision analysis: “making a decision, and only then taking action.” On the other hand, those who use intuition “integrate action into the process of thinking” (lines 15-16).Again, the author mentions that in the intuitive style of
management, “ ‘thinking’ is inseparable from acting” (lines 60-61), and “action is often part of defining the problem” (lines 80-81).
感觉自己读一次文章根本反应不过来thinking就是making a decision，而且也想不到“ ‘thinking’ is inseparable from acting” (lines 60-61), and “action is often part of defining the problem” (lines 80-81).与之有联系。NN们说我这是什么原因啊，是因为读完每段不注意归纳意思呢还是怎地啊？
24. The passage provides support for which of the following statements?
(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.
E is the best answer. The question requires you to identify a statement that can be inferred from information in the passage but is not explicitly stated. The author asserts that intuitive managers can “move rapidly to engender a plausible solution” (lines 53-54) and that their intuition is based on “experience that builds skill” (line 37). This implies that the combination of skill and rapidity enables mangers to employ their practical experience more efficiently, as this choice states.
这个题一开始选了A，也是读一遍题想不到文章第1句说了majority of successful，而且觉得OG解释中说什么 The author asserts that intuitive managers can “move rapidly to engender a plausible solution” (lines 53-54) and that their intuition is based on “experience that builds skill” (line 37). This implies that the combination of skill and rapidity enables mangers to employ their practical experience more efficiently也理解不了是怎么逻辑推出 Intuition enables managers to employ their practical experience more efficiently
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发表于 2005-7-26 00:18:00
