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  3. Many successful business executives do not follow the " standard" method for problem solving in business. Typically, business sc

Many successful business executives do not follow the " standard" method for problem solving in business. Typically, business sc

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问题     Many successful business executives do not follow the " standard" method for problem solving in business. Typically, business schools teach their students to first clarify goals, assess the problem, formulate options and estimate the chances of success before making a decision. Conversely, many real world business decisions are made based on what some senior executives call " intuition". They use hunches and educated guesses to manage large global companies where different departments, networks of information, and complex chains of command force today’s manager to integrate action into the process of analysis.
    Historically, business writers have recognized that some managers rely heavily on intuition. For the most part, however, business writers and the faculty at business schools often display a poor grasp of what intuition is and how it is used, instead, they see it as the opposite of rationality or even as an excuse for capriciousness.
    More recent research, however, demonstrates that executive intuition is in fact neither of these. Rather, executives use intuition in a number of ways. First, they intuitively sense when a problem ex-ists. They then rely on intuition to_implement well-learned responses quickly. This type of decisionmaking process is neither arbitrary nor irrational, but is based on years of practice, hand-on experience , and a finely honed sense of when to make a quick decision and when to wait for more information.
    Intuition also allows executives to make decisions based on the "big picture" : a complete integrated understanding of how decisions will affect all facets of the business enterprise. In this way, some managers use intuition as a kind of "gut check" on the results of more rational analysis. "When my people give me numbers," says one multinational CEO, " I go over them to see if they feel right: Numbers don’t always tell the whole truth. " Finally, in today’s fast-paced business world, intuition allows managers to make decisions quickly and effectively without relying on costly and time-consuming in-depth analyses.
    One of the implications of this style of management is that "thinking" is inseparable from acting. " I often know what the answer is even before I see the analysis," says one sales manager, " sometimes in business you need to act first and explain your actions later. "
    Given the 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. Action actually helps them develop a more complete understanding of the issue. With more and more companies relying on their executives to see the "big picture" and think outside the box traditional decision-making strategies may be one of the casualties of globalization.  
The author thinks that writers on management for a long time regard intuition as______.
选项 A、something that most managers rely heavily on
B、the most important factor in decision-making
C、an irrational way of thinking to solve problems
D、a result of poor grasp of management skills
答案C
解析 细节题。题千中的“writers on management”出自文章第二段。第二段提到，商务作家和商学院的教师通常没有真正领会直觉的意思以及如何运用直觉，他们把直觉看成是理性的反义词，甚至看成是反复无常的理由。这说明，他们认为直觉不理性。C符合题意，为正确选项。B与此意相反；A与该段第一句话的意思不符；D与该段第二句话的意思不符。
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