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Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.
1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto
[A]Speedupofthecreationofasolutiontoaproblem.
[B]Identifyaproblem.
[C]Bringtogetherdisparatefacts.
[D]Stipulatecleargoals.
2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2
[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.
[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.
[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.
[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.
3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis
[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.
[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.
[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.
[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.
4.Thetextprovidessupportforwhichofthefollowingstatements
[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.
[B]Managerscannotjustifytheirintuitivedecisions.
[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.
[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.
5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext
[A]Anassertionismadeandaspecificsupportingexampleisgiven.
[B]Aconventionalmodelisdismissedandanalternativeintroduced.
[C]Theresultsofrecentresearchareintroducedandsummarized.
[D]Twoopposingpointsofviewarepresentedandevaluated.
SectionB
Directions:Therearetenblanksinthefollowingletter.YouarerequiredtochoosethebestonefromthegivenfourchoicesmarkedA,B,C,andD.Thenwritedownthecorrectanswerinthebrackets.Thissectiontotals10points,onepointforeachblank.
DearMr.Bush
Thankyouforyour1ofJanuary5forourBeautyBrandBlouses.
Wearenowexporting2ofvariousbrands,amongwhichBeautyBrandisthemostfamous.Theyareingreat3abroadandourstocksarerunning4quickly.Theyarepopularnotonlyfortheirnoveldesign,butalsoforthereasonableprices.Weareconfidentthatonceyouhavetriedourblouses,youwillplacerepeatorderswithus5largequantities.
Asyourequested,wearenow6asfollows:
Price:US$600perdozenCIFNewYork
TermsofPayment:BysightL/Ctobeopenedthroughabanktobe7bytheSellers.
Shipment:InMarch2007.
Pleasenotethatwedonotallowanycommission8ourblouses,butadiscountof5%maybe9ifthequantityismorethan1,000dozen.
Theaboveofferismadewithout10andissubjecttoourfinalconfirmation.
Wehopethatyouwillplaceanorderwithusatanearlydate.
Sincerelyyours
()1.A.requestB.enquiryC.acquisitionD.requirement
()2.A.blousesB.womanblousesC.womanshirtsD.ladyshirts
()3.A.needB.wantC.requireD.demand
()4.A.upB.offC.downD.away
()5.A.atB.forC.inD.with
()6.A.orderingB.offeringC.placingD.advising
()7.A.agreedB.approvedC.acceptableD.covered
()8.A.onB.inC.ofD.at
()9.A.providedB.suppliedC.furnishedD.granted
()10.A.promiseB.dutyC.engagementD.onus
