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

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessi

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问题     The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulat- ing 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 to thinking.
    Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers dis- play a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capri-ciousness.
    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 systemat- ic 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 intu- ition 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.
It can be inferred from the passage that " thinking/acting cycles"(line 63)in managerial practice would be likely to result in which of the following? I . A manager analyzes a network of problems and then acts on the basis of that analysis. II . A manager gathers data by acting and observing the effects of action. III. A manager takes action without being able to articulate reasons for that particular action.
选项 A、I only
B、II only
C、I and II only
D、II and III only
E、I , II and III
答案D
解析 “思考／行动循环”会产生什么结果?此循环即为直觉模式进行过程中所采用。I．分析一堆问题，将行动建立在分析基础上。这是传统模式内容。Ⅱ．管理者通过行动收集数据，进行行动观察效果。正确。见原文四、五段。Ⅲ．管理者行动时尚不能清楚地说出为何这样行动的原因。正确。见L59—61。∴D．Ⅱ和Ⅲ
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