www.kaobo100.comwww.kaobo100.com中国考博辅导首选学校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 followthe classical rational model of first clarifying goals, assessing theproblem, formulating options, estimating likelihoods of success,making a decision, and only then taking action to implement thedecision. Rather, in their day-by-day tactical maneuvers, thesesenior executives rely on what is vaguely termed “intuition” tomanage a network of interrelated problems that require them to dealwithambiguity,inconsistency,novelty,andsurprise;andtointegrate action into the process of thinking.Generations of writers on management have recognized that somepracticing managers rely heavily on intuition. In general, however,such writers display a poor grasp of what intuition is. Some see itas the opposite of rationality; others view it as an excuse forcapriciousness.Isenbergs recent research on the cognitive processes of seniormanagers 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, managersrely on intuition to perform well-learned behavior patterns rapidly.This intuition is not arbitrary or irrational, but is based on yearsof painstaking practice and hands-on experience that build skills.A third function of intuition is to synthesize isolated bits of dataand practice into an integrated picture, often in an “Aha!”www.kaobo100.comwww.kaobo100.com中国考博辅导首选学校中国考博辅导首选学校experience. Fourth, some managers use intuition as a check on theresults of more rational analysis. Most senior executives arefamiliar with the formal decision analysis models and tools, and thosewhousesuchsystematicmethodsforreachingdecisionsareoccasionally leery of solutions suggested by these methods which runcounter to their sense of the correct course of action. Finally,managers can use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in this way, intuitionis an almost instantaneous cognitive process in which a managerrecognizes familiar patterns.One of the implications of the intuitive style of executivemanagement is that “thinking” is inseparable from acting. Sincemanagers often “know” what is right before they can analyze andexplain it, they frequently act first and explain later. Analysis isinextricably tied to action in thinking/acting cycles, in whichmanagers develop thoughts about their companies and organizations notby analyzing a problematic situation and then acting, but by actingand analyzing in close concert.Given the great uncertainty of many of the management issues thatthey face, senior managers often instigate a course of action simplyto learn more about an issue. They then use the results of the actionto develop a more complete understanding of the issue. One implicationof thinking/acting cycles is that action is often part of definingthe problem, not just of implementing the solution.www.kaobo100.comwww.kaobo100.com中国考博辅导首选学校中国考博辅导首选学校（PS:The way to contact yumingkaobo TEL:si ling ling-liu liu ba-liu jiu qi ba QQ: si jiu san san qi yi liu er liu ）1. According to the text, senior managers use intuition in all of thefollowing ways EXCEPT toA 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 “writerson management” mentioned in line 1, paragraph 2?A They have criticized managers for not following the classicalrational model of decision analysis.B They have not based their analyses on a sufficiently largesample of actual managers.C They have relied in drawing their conclusions on what managerssay rather than on what managers do.D They have misunderstood how managers use intuition in makingbusiness decisions.3. It can be inferred from the text that which of the followingwould most probably be one major difference in behavior betweenManager X, who uses intuition to reach decisions, and Manager Y, whouses only formal decision analysis?A Manager X analyzes first and then acts; Manager Y does not.B Manager X checks possible solutions to a problem by systematicwww.kaobo100.comwww.kaobo100.com中国考博辅导首选学校中国考博辅导首选学校analysis; Manager Y does not.C Manager X takes action in order to arrive at the solution toa problem; Manager Y does not.D Manager Y draws on years of hands-on experience in creatinga solution to a problem; Manager X does not.4. The text provides support for which of the followingstatements?A Managers who rely on intuition are more successful than thosewho rely on formal decision analysis.B Managers cannot justify their intuitive decisions.C Managers intuition works contrary to their rational andanalytical skills.D Intuition enablesmanagersto employtheir practicalexperience more efficiently.5. Which of the following best describes the organization of thefirst paragraph