2017英语专八阅读100篇高级篇附答案解析（80）

2017英语专八阅读100篇高级篇附答案解析（80）

　　The majority of successful senior managers do not closely follow theclassical rational model of first clarifying goals, assessing the problem,formulating options, estimating likelihoods of success, making a decision, andonly then taking action to implement the decision. Rather, in their day-by-daytactical maneuvers, these senior executives rely on what is vaguely termed “intuition” to manage a network ofinterrelated 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 practicingmanagers rely heavily on intuition. In general, however, such writers display apoor grasp of what intuition is. Some see it as the opposite of rationality;others view it as an excuse for capriciousness.

　　Isenberg’s recent research on the cognitive processes of senior managers revealsthat managers’ intuition is neither of these. Rather, senior managers use intuition inat least five distinct ways. First, they intuitively sense when a problemexists. Second, managers rely on intuition to perform well-learned behaviorpatterns rapidly. This intuition is not arbitrary or irrational, but is basedon years of painstaking practice and hands-on experience that build skills. Athird function of intuition is to synthesize isolated bits of data and practiceinto an integrated picture, often in an “Aha!” experience. Fourth, some managersuse intuition as a check on the results of more rational analysis. Most seniorexecutives are familiar with the formal decision analysis models and tools, andthose who use such systematic methods for reaching decisions are occasionallyleery of solutions suggested by these methods which run counter to their senseof the correct course of action. Finally, managers can use intuition to bypassin-depth analysis and move rapidly to engender a plausible solution. Used inthis way, intuition is an almost instantaneous cognitive process in which amanager recognizes familiar patterns.

　　One of the implications of the intuitive style of executive management isthat “thinking” is inseparable from acting. Since managers often “know” what is right before they cananalyze and explain it, they frequently act first and explain later. Analysisis inextricably tied to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organizations not by analyzing aproblematic situation and then acting, but by acting and analyzing in close concert.

　　Given the great uncertainty of many of the management issues that theyface, senior managers often instigate a course of action simply to learn moreabout an issue. They then use the results of the action to develop a morecomplete understanding of the issue. One implication of thinking/acting cyclesis that action is often part of defining the problem, not just of implementingthe solution.

　　1. According to the text, senior managers use intuition in all of thefollowing ways EXCEPT to

　　[A] 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 “writers on 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 large sample ofactual managers.

　　[C] They have relied in drawing their conclusions on what managers sayrather than on what managers do.

　　[D] They have misunderstood how managers use intuition in making businessdecisions.

　　3. It can be inferred from the text that which of the following wouldmost probably be one major difference in behavior between Manager X, who usesintuition to reach decisions, and Manager Y, who uses only formal decisionanalysis?

　　[A] Manager X analyzes first and then acts; Manager Y does not.

　　[B] Manager X checks possible solutions to a problem by systematicanalysis; Manager Y does not.

　　[C] Manager X takes action in order to arrive at the solution to aproblem; Manager Y does not.

　　[D] Manager Y draws on years of hands-on experience in creating asolution to a problem; Manager X does not.

　　4. The text provides support for which of the following statements?

　　[A] Managers who rely on intuition are more successful than those whorely on formal decision analysis.

　　[B] Managers cannot justify their intuitive decisions.

　　[C] Managers’ intuition works contrary to their rational and analytical skills.

　　[D] Intuition enables managers to employ their practical experience moreefficiently.

　　5. Which of the following best describes the organization of the first paragraphof the text?

　　[A] An assertion is made and a specific supporting example is given.

　　[B] A conventional model is dismissed and an alternative introduced.

　　[C] The results of recent research are introduced and summarized.

　　[D] Two opposing points of view are presented and evaluated.

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