Text 4 The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, 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 of capriciousness. Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is nei
A. a manager analyzes a series of problems and then acts on that analysis.
B. a manager gathers data by acting and then observes the effects of action.
C. action and analysis in managerial practice invariably occur simultaneously.
D. a manager takes action, being able to clarify reasons for that action.
Text 4 The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, 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 of capriciousness. Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is nei
A. Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
B. Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
C. Manager Y draws on years of personal experience in creating a solution to a problem; Manager X does not.
D. Manager X depends on day-by-day tactical activities; Manager X does not.
Text 4 The recent, apparently successful prediction by mathematical models of an appearance of El Nifio—the warm ocean current that periodically develops along the Pacific coast of South America -- has excited researchers. Jacob Bjerkness pointed out over 20 years ago how winds might create either abnormally warm or abnormally cold water in the eastern equatorial Pacific. Nonetheless, until the development of the models no one could explain why conditions should regularly shift from one to the other, as happens in the periodic oscillations between appearance of the warm El Nifio and the cold so-called anti-El Nifio. The answer, al least if the current model that links the behavior of the ocean to that of the atmosphere is correct, is to be found in the ocean. It has long been known that during an El Niflo, two conditions exist: (1) unusually warm water extends along the eastern Pacific, principally along the coasts of Ecuador and Peru, and (2) winds blow from the wes
A. cold coastal water near Peru.
B. winds blowing from the west.
C. random occurrence.
D. worldwide effects.
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