【单选题】{{B}}Text 4{{/B}}
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 of 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 personal 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 suspicious 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 find out 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 invariably 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 initiate 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. (454 words)
{{B}}Notes:{{/B}} capriciousness 多变，反复无常。run counter to 与……背道而驰；违反。bypass 绕过。in close concert一齐，一致。given prep.考虑到，由于。
B．to identify a problem or bring together different facts.
C．to initiate clear goals and in the end attain them.
D．to evaluate possible solutions to a problem.
网考网参考答案：C
网考网解析：
[注释] 细节理解题。本题问：根据本文，高级经理除了在哪一方面外都使用直觉 本题属细节辨认题，考生应参照文章逐一核对。第3段倒数第2句写道：“最后，经理们能够使用直觉绕过深度分析并迅速找到可行的解决办法。”选项[A]“加速提出问题的解决办法”与以上表述相符。第3段第3句写道：“首先，他们凭直觉判断什么时候存在问题。”选项[B]“确定问题或汇集不同事实”与以上表述相符。第3段第7句写道：“第四，有些经理使用直觉来检验更为理性的分析结果。”选项[D]“评价一个问题的各种可能解决办法”与上面的表述相符。由此可见，[C]“提出明确目标并最终实现目标”并不是高级经理使用直觉所为，故应排除。 document.getElementById("warp").style.display="none"; document.getElementById("content").style.display="block"; 查看试题解析出处>>
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