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.

Mymotherwasdeterminedtohelpthoseinneedandshewouldhavebeenimmenselyproudofwhathasbeenachievedtheselast20years.Theitalicizedpartinthesentenceexpresses_______.

Ifnot_____withtherespecthefeelsduetohim,Jackgetsveryill-temperedandgrumblesallthetime.

PARTVREADINGCOMPREHENSION

Inthissectiontherearefourpassagesfollowedbyquestionsorunfinishedstatements,eachwithfoursuggestedanswersmarkedA,B,CandD.Choosetheonethatyouthinkisthebestanswer.

TEXTA

Racket,dinclamor,noise,whateveryouwanttocallit,unwantedsoundisAmerica'smostwidespread

nuisance.Butnoiseismorethanjustanuisance.Itconstitutesarealandpresentdangertopeople'shealth.Day

andnight,athome,atwork,andatplay,noisecanproduceseriousphysicalandpsychologicalstress.Nooneis

immunetothisstress.Thoughweseemtoadjusttonoisebyignoringit,theear,infact,neverclosesandthe

bodystillresponds—sometimeswithextremetension,astoastrangesoundinthenight.

Theannoyancewefeelwhenfacedwithnoiseisthemostcommonoutwardsymptomofthestressbuilding

upinsideus.Indeed,becauseirritabilityissoapparent,legislatorshavemadepublicannoyancethebasisof

manynoiseabatementprograms.Themoresubtleandmoreserioushealthhazardsassociatedwithstress

causedbynoisetraditionallyhavebeengivenmuchlessattention.Nevertheless,whenweareannoyedormade

irritablebynoise,weshouldconsiderthesesymptomsfairwarningthatotherthingmaybehappeningtous,

someofwhichmaybedamagingtoourhealth.

Ofmanyhealthhazardstonoise,hearinglossisthemostclearlyobservableandmeasurablebyhealth

professionals.Theotherhazardsarehardertopindown.Formanyofus,theremaybeariskthatexposuretothe

stressofnoiseincreasessusceptibilitytodiseaseandinfection.Themoresusceptibleamongusmayexperience

noiseasacomplicatingfactorinheartproblemsandotherdiseases.Noisethatcausesannoyanceandirritability

inhealthpersonsmayhaveseriousconsequencesforthesealreadyillinmindorbody.

Noiseaffectsusthroughoutourlives.Forexample,thereareindicationsofeffectsontheunbornchildwhen

mothersareexposedtoindustrialandenvironmentalnoise.Duringinfancyandchildhood,youngstersexposed

tohighnoiselevelsmayhavetroublefallingasleepandobtainingnecessaryamountsofrest.

Why,then,istherenotgreateralarmaboutthesedangers?Perhapsitisbecausethelinkbetweennoiseand

manydisabilitiesordiseaseshasnotyetbeenconclusivelydemonstrated.Perhapsitisbecausewetendto

dismissannoyanceasapricetopayforlivinginthemodernworld.Itmayalsobebecausewestillthinkof

hearinglossasonlyanoccupationalhazard.

1.InParagraph1,thephrase"immuneto"areusedtomean___.

A.unaffectedby

B.hurtby

C.unlikelytobeseenby

D.unknownby

2.Theauthor'sattitudetowardnoisewouldbestbedescribedas___.

A.unrealistic

B.traditional

C.concerned

D.hysterical

3.Whichofthefollowingbeststatesthemainideaofthepassage?

A.Noiseisamajorproblem;mostpeoplerecognizeitsimportance.

B.Althoughnoisecanbeannoying,itisnotamajorproblem.

C.Noiseisamajorproblemandhasnotyetbeenrecognizedassuch.

D.Noiseisamajorproblemaboutwhichnothingcanbedone.

4.Theauthorcondemnsnoiseessentiallybecauseit___.

A.isagainstthelaw

B.canmakesomepeopleirritable

C.isanuisance

D.inagangertopeople'shealth

5.Theauthorwouldprobablyconsiderresearchabouttheeffectsnoisehasonpeopletobe___.

A.unimportant

B.impossible.

C.awasteofmoney

D.essential

Thethreementriedmanytimestosneakacrosstheborderintotheneighboringcountry_____bythepoliceeachtime.