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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, 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.
The text provides support for which of the following statements?
选项 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.
答案D
解析 事实细节题。第三段第四句提到，管理者依靠直觉能快速表现出“经过良好学习”的行为模式。第五句提到，这种直觉是基于多年艰苦实践和亲身体验。由此可知，直觉让管理者更快速地发挥出更好的表现，即直觉让管理者更有效地运用他们的实际经验，故D项为答案。文中未提及依赖直觉的管理者比依赖正式决策分析的管理者更成功，故排除A项。第四段可知，直觉型管理者通常在分析和解释之前就知道什么是对的，他们的行动和分析是高度一致的。由此可排除B项和C项。
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