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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.
1. According to the text, senior managers use intuition in all of the
following ways EXCEPT to
[A] speed up of the creation of a solution to a problem.
[B] identify a problem.
[C] bring together disparate facts.
[D] stipulate clear goals.
2. The text suggests which of the following about the “writers on
management” mentioned in line 1, paragraph 2?
[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.
3. It can be inferred from the text 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.
4. The text 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] Intuition enables managers to employ their practical experience more
efficiently.
5. Which of the following best describes the organization of the first
paragraph of the text?
[A] An assertion is made and a specific supporting example is given.
[B] A conventional model is dismissed and an alternative introduced.
[C] The results of recent research are introduced and summarized.
[D] Two opposing points of view are presented and evaluated. |
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发表于 2017-8-6 14:08:20