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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 4
Questions 16 to 20 are based on the following passage:
Culture shock is an occupational disease (职业病) for people who have been
suddenly transplanted abroad.
Culture shock is caused by the anxiety that results from losing all familiar
signs and symbols of social intercourse. Those signs are as following: when to
shake hands and what to say when meet people, when and how to give tips, how to
make purchases, when to accept and refuse invitations, when to take statements
seriously and when not. These signs, which may be words, gestures, facial
expressions, or customs, are acquired by all of us in the course of growing up
and as much a part of our culture as the language we speak or the beliefs we
accept. All of us depend on hundreds of these signs for our peace of mind and
day-to-day efficiency, but we do not carry most at the level of conscious
awareness.
Now when an individual enters a strange culture, all or most of these
familiar signs are removed. No matter how broadminded or full of good will you
may be a series of supports have been knocked from under you, followed by a
feeling of frustration. When suffering from culture shock people first reject
the environment which caused discomfort. The ways of the host country are bad
because they make us feel bad. When foreigners in a strange land get together in
complain about the host country its people, you can be sure that they are
suffering from culture shock.
16. According to the passage, culture shock is .
A. an occupational disease of foreign people B. may lead to very serious
symptoms
C. actually not a disease D. incurable
17. According to the passage, culture shock result from .
A. the sudden change of social atmosphere and customs
B. the sudden change of our daily habits
C. the sudden loss of our own signs and symbols
D. the discomfort that we feel when faced with a foreigner
18. Which one of the following may not be a symptom of culture shock?
A. You don’t know how to express your gratitude.
B. You don’t know how to greet other people.
C. You suddenly forget what a word means.
D. You don’t understand why a foreigner shrugs.
19. According to the passage, how would a person who stays abroad most
probably react when he is frustrated by the culture shock?
A. He is most likely to refuse to absorb the strange environment at
first.
B. He is really to accept the change and adapt himself to the new
environment.
C. Although he takes the culture difference for granted, he still doesn’t
know how to do with it.
D. He may begin to hate the people or things around him.
20. The main idea of this passage is that .
A. culture shock is an occupational disease
B. culture shock is caused by the anxiety of living in a strange culture
C. culture shock has peculiar symptoms
D. it is very hard to cope with life in a new setting
Passage 4
Questions 16 to 20 are based on the following passage:
Successful innovations have driven many older technologies to extinction and
have resulted in higher productivity, greater consumption of energy, increased
demand of raw materials, accelerated flow of materials through the economy and
increased quantities of metals and other substances in use each person. The
history of industrial development abounds with examples.
In 1870, horses and mules were the prime source of power on U.S. farms. One
horse or mule was required to support four human beings a ratio that remained
almost constant for many decades. At that time, had a national commission been
asked to forecast the population for 1970, its answer probably would have
depended on whether its consultants were of an economic or technological turn of
mind. Had they been “economists”, they would probably have projected the 1970
horses or mule population to be more than 50 million. Had they been
“technologists”, they would have recognized that the power of steam had already
been harnessed to industry and to learn and ocean transport. They would have
recognized further that it would be the prime source of power on the farm. It
would have been difficult for them to avoid the conclusion that the horse and
mule population would decline rapidly.
16. According to the passage, what supplied most of the power on U.S. farms
in 1870?
A. Animals B. Humans C. Engines D. Water
17. Which of the following is NOT mentioned by the author as a consequence of
new technological developments?
A. Older technologies die away.
B. The quality of life is Improved.
C. Overall productivity increase.
D. More raw materials become necessary.
18. It can be inferred from the passage that by 1870 .
A. technology began to be more economical
B. the steam engine had been invented
C. the U.S. horse population was about 10 million
D. a national commission was about 10 million
19. In the second paragraph, the author suggests that “economists” would
.
A. plan the economy through yearly forecasts
B. fail to consider the influence of technological innovation
C. value the economic contribution of farm animals
D. consult the national commission on the economy
20. What is the author’s attitude toward changes brought on by technological
innovations?
A. He is excited about them.
B. He accept them as natural.
C. He is disturbed by them.
D. He questions their usefulness.
