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  3. (1)The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, asse

(1)The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, asse

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问题     (1)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.
    (2)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.
    (3)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 patterns.
    (4)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.
The author’s attitude towards aquaculture is ________.
选项 A、optimistic
B、negative
C、indifferent
D、uncertain
答案D
解析 推断题。原文中的poor grasp表明作者认为管理学著作的作者对“直觉”认识不明确。由此可见，选项D为正确答案。虽然原文提到了管理学著作作者对“直觉”的两种不同的理解，但这两种理解并不是对立矛盾的，因此选项A不正确；原文虽有提到有些作者把“直觉”看做是理性的对立面。但这并不表明管理学著作作者们的看法irrational，他们也可能是在理性思考的基础上才形成这样的看法。因此选项B不正确。原文对管理学著作作者关于直觉的理解持否定态度，文中没有褒义字眼，因此选项C不对。
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