[求助]OG-4-24

pangpangshin

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,
(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 “intuition”
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 recognized
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 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
(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 intuition
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 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
(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 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
(45) 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 manage-
(50) ment 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
(55) part of defining the problem, not just of implementing
the solution.

24. The passage provides support for which of the following statements?E

 

E  Intuition enables managers to employ their practical experience more efficiently.

请问大家答案E怎么得出的

[此贴子已经被作者于2007-5-23 15:39:15编辑过]

pangpangshin

怎么没人帮我啊

[此贴子已经被作者于2007-5-23 15:39:52编辑过]

pangpangshin

UP