[求助]og4-20/23

gigiga0118

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.

第20題

20. 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 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.

這題我在考慮D跟E

E為什麼不對呢???

是錯在managerial practice上嗎???

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.

正確答案C

關於C,我始終覺得怪怪的

"使用直覺的經理人x, 行動是為了達到解決問題"

是出自" Finally, managers

can use intuition to bypass in-depth analysis and move

rapidly to engender a plausible solution."這段話嗎??

那麼,至於沒有使用直覺決策的經理人y doesn't

是出自這段話嗎????

" and only then taking action to implement the decision"

所以單單行動只是為了執行決策,不是產生一個solution

幫我看看這兩題好嗎???

ring_cheng

还有这个，都在置顶的讨论贴里躺着呢？呵呵。

OG 4

http://forum.chasedream.com/dispbbs.asp?BoardID=25&ID=82484

http://forum.chasedream.com/dispbbs.asp?BoardID=25&ID=70787

http://forum.chasedream.com/dispbbs.asp?BoardID=25&ID=53478

wangyu73cn

谢谢楼上。^_^

gigiga0118

我就是看了...因為沒人問23,所以才提的阿

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.（C）

(E)   Manger Y depends on day-to-day tactical maneuvering; manager X does not.

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).

og說 使用formal decision的經理人Y,

先making decision and then taking action...這我懂

而使用intuition的經理人X

則是taking and making一起來....這我了解

但是這兩者making decision的目的不都是要達成一個solution嗎??

還在困惑中

另外20題(討論區中也沒)

20. 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 say rather than on what managers do.

(D)  They have misunderstood how managers use intuition in making business decisions.（D）

(E)   They have not acknowledged the role of intuition in managerial practice.

我不懂E為什麼不行

??????????????

gigiga0118

up~~~請幫忙阿

而今迈步从头越

20. 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 say rather than on what managers do.

(D)  They have misunderstood how managers use intuition in making business decisions.（D）

(E)   They have not acknowledged the role of intuition in managerial practice.

我不懂E為什麼不行

??????????????

Maybe MM didn't understand the meaning of the question. Though the question asks "writers on management” mentioned in line 12", the answer is not limited to line 12. Actually lines 12-17 all talk about the same writers, not different writers. Indeed line 12 provides part of the answer: they realized that some practicing managers rely heavily on intuition. But they generally misunderstood what intuition is(display a poor grasp of what intuition is, some see it...other view it). Choice E contradicts with line 12.

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.

wingkim

23

(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.

注意两个选项的目的不同，文章说的是通过采取行动解决问题，而不是通过采取行动找到解决问题的方法。