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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 bitsm 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
tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout
theircompanies and organizations not by analyzing aproblematic situation and
then acting, butby acting and analyzing in close concert.Given the great
uncertainty of many of the management issues that they face, seniormanagers
often instigatea course of action simply to learn more about an issue. They
thenuse the results of the action to develop a more complete understanding of
the issue. Oneimplicationof thinking/actingcycles is that action is often part
of definingthe problem,not just of implementing the solution.
1. According to the text, senior managers use intuition in all of the
following ways EXCEPT to
[A] Speed up of the creation of a solution to a problem.
[B] Identify a problem.
[C] Bring together disparate facts.
[D] Stipulate clear goals.
2. The text suggests which of the following about the writers on management
mentionedin line 1, paragraph 2
[A] They have criticized managers for not following the classical rational
model ofdecision analysis.
[B] They have not based their analyses on a sufficientlylarge sample of
actual managers.
[C] They have relied in drawing their conclusions on what managers say rather
than onwhat managers do.
[D] They have misunderstood how managers use intuition in making business
decisions.
3. It can be inferred from the text that which of the following would most
probablybe one major differencein behavior between Manager X, who uses
intuitionto reach decisions,and Manager Y, who uses only formal decision
analysis
[A] Manager X analyzes first and then acts; Manager Y does not.
[B] Manager X checks possiblesolutions toa problem by systematicanalysis ;
ManagerY does not.
[C] Manager X takes action in order to arrive at the solution to a problem;
ManagerY does not.
[D] Manager Y draws on years of hands-on experience in creatinga solutionto a
problem ;Manager X does not.
4. The text provides support for which of the following statements
[A] Managers who rely on intuition are more successful than those who rely on
formaldecision analysis.
[B] Managers cannot justify their intuitive decisions.
[C] Managers'' intuition works contrary to their rational and analytical
skills.
[D] Intuitionenables managers to employ theirpracticalexperience more
efficiently.
5. Which of the following best describes the organization of the first
paragraph of the text
[A] An assertion is made and a specific supporting example is given.
[B] A conventional model is dismissed and an alternative introduced.
[C] The results of recent research are introduced and summarized.
[D] Two opposing points of view are presented and evaluated.
Passage 3
Questions 11 to 15 are based on the following passage:
The idea of a special day to honor mothers was first put forward in America
in 1907. two years later a woman, Mrs. John Bruce Dodd, in the state of
Washington proposed a similar day to honor the head of the family—the father.
Her mother died when she was very young, and her father brought her up. She
loved her father very much.
In response to Mrs. Dodd’s idea that same year—1909, the state governor of
Washington proclaimed (宣布) the third Sunday in June Father’s Day. The idea was
officially approved by President Woodrow Wilson in 1916. in 1924, President
Calvin Coolidge recommended national observance of the occasion “to establish
more intimate (親密) relations between fathers and their children, and to impress
upon fathers the full measure of their obligations.” The red or white rose is
recognized as the official Father’s Day flower.
Father’s Day took longer to establish on a national scale than Mother’s Day,
but as the idea grained popularity, tradesmen and manufacturers began to see the
commercial possibilities. They encouraged sons and daughters to honor their
fathers with small thank-you presents, such as a tie or pair of socks, as well
as by sending greeting cards.
During the Second World War, American servicemen stationed in Britain began
to request Father’s Day greeting cards to send home. This generated a response
with British card publishers. Though at first the British public was slow to
accept this rather artificial day, it’s now well celebrated in Britain on the
third Sunday in June in much the same way as in America.
Father’s Day seems to be much less important as occasion than the Mother’s
Day. Not many of the children offer their fathers some presents. But the
American fathers still think they are much better fated than the fathers of many
other countries, who have not even a day for their sake in name only.
11. When did Father’s Day officially begin to have national popularity?
A. 1907 B. 1909 C. 1916 D. 1924
12. Who first started the idea of holding the Father’s Day?
A. Mrs. John Bruce Dodd B. Mrs. John Bruce’s Mother
C. The government of Washington. D. Some businessmen.
13. What flower will be popular on Father’s Day?
A. Lily B. Water Lily C. Red rose or white rose D. Sunflower.
14. Which statement is true, a according to this passage?
A. It took even longer for Mother’s Day to gain national popularity.
B. The businessmen helped to make Father’s Day popular.
C. Father’s Day is only celebrated in America.
D. Father’s Day is only a trick of the businessmen to make money.
15. What was the first reaction of the British publishing towards Father’s
Day?
A. They thought highly of it and accepted it at once.
B. They just accepted it at once without any hesitation.
C. They just thought it a joke.
D. They thought it was too artificial and took a long time to accept.
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