西北大学考博英语模拟真题及其解析.pdfVIP

中国考博辅导首选学校 西北大学考博英语模拟真题及其解析 The majority of successful senior managers do not closely follow theclassicalrationalmodeloffirstclarifyinggoals,assessingthe 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 onwhat isvaguely termed intuitiontomanage 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.Geng duo yuan xiao wan zheng kao bo ying yu zhen t j q jie x qing lianx quan guo mian fe z xun dian hua: s ling ling liu liu ba liu jiu q ba ,huo jia z xun qq: q q er liu q ba wu san qi. 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. Isenbergsrecent research on the cognitive processes of senior managersrevealsthatmanagers intuitionisneitherofthese.Rather, seniormanagers use intuition inat leastfive distinctways. First, they intuitively sensewhen a problem exists. Second, managers rely on intuitiontoperformwell-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 中国考博辅导首选学校 third function of intuition is to synthesize isolated bits of data andpracticeintoanintegratedpicture,ofteninanAha！experience. Fourth, somemanagers use intuitionas a check on theresults ofmore rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematicmethods for reach