2015东北大学考博英语真题阅读理解精练.pdf

中国考博辅导首选学校 2015东北大学考博英语真题阅读理解精练 The majority of successful senior managers do not closely follow theclassicalrationalmodel offirstclarifyinggoals,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 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’srecent research on thecognitiveprocesses of senior managers reveals that managers’ intuition is neither of these. Rather, seniormanagersuse intuitioninat leastfivedistinctways. First, they intuitivelysensewhen aproblem exists.Second,managers rely on intuitiontoperformwell-learned behavior patterns rapidly. This intuition isnot arbitrary or irrational,but isbased on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolatedbits of data and practice into an integrated picture, often in an “Aha!” 中国考博辅导首选学校 experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiarwith theformaldecisionanalysismodelsandtools,andthose who use such systematic methods for reaching decisions are occasionally leeryof solutions suggestedby thesemethods which run counter to their sense of the correct course of action. Finally, managers can