北京邮电大学考博英语模拟试题及其解析.pdfVIP

中国考博辅导首选学校 北京邮电大学考博英语模拟试题及其解析 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. 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 Geng duo yuan xiao wan zheng kao bo ying yu zhen ti ji qi jie xi qing lian xi quan guo mian fei zi xun dian hua: si ling ling liu liuba liu jiu qiba ,huo jia zixun qq: qi qi er liuqiba wu sanqi 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 third function of intuition is to synthesize isolated bits of data 中国考博辅导首选学校 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 systematicmeth