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mundasingh123
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The majority of successful senior managers do
not closely follow the classical rational model of first
clarifying goals, assessing the 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's recent research on the cognitive
processes of senior managers 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, managers rely on intuition to
perform well-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 and
practice into an integrated picture, often in
an "Aha!" experience. Fourth, some managers use
intuition as a check on the results of more rational
analysis. Most senior executives are familiar with
the formal decision analysis models and tools,
and those who use such systematic methods
for reaching decisions are occasionally leery of
solutions suggested by these methods which run
counter to their sense of the correct course of
action. Finally, managers can use intuition to bypass
in-depth analysis and move rapidly to engender a
plausible solution. Used in this way, intuition is an
almost instantaneous cognitive process in which a
manager recognizes familiar patterns.
One of the implications of the intuitive style
of executive management is that "thinking" is
inseparable from acting. Since managers often "know"
what is right before they can analyze and explain it,
they frequently act first and explain later. Analysis is
inextricably tied to action in thinking/acting cycles,
in which managers develop thoughts about their
companies and organizations not by analyzing a
problematic situation and then acting, but by acting
and analyzing in close concert. Given the great
uncertainty of many of the management issues that
they face, senior managers often instigate a course
of action simply to learn more about an issue.
They then use the results of the action to develop
a more complete understanding of the issue. One
implication of thinking/acting cycles is that action
is often part of defining the problem, not just of
implementing the solution.
102. The passage provides support for which of the
following statements?
(A) Managers who rely on intuition are more
successful than those who rely on formal
decision analysis.
(B) Managers cannot justify their intuitive decisions.
(C) Managers' intuition works contrary to their
rational and analytical skills.
(D) Logical analysis of a problem increases the
number of possible solutions.
(E) Intuition enables managers to employ their
practical experience more efficiently.
How to eliminate A ? OG Explanation too pithy
not closely follow the classical rational model of first
clarifying goals, assessing the 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's recent research on the cognitive
processes of senior managers 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, managers rely on intuition to
perform well-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 and
practice into an integrated picture, often in
an "Aha!" experience. Fourth, some managers use
intuition as a check on the results of more rational
analysis. Most senior executives are familiar with
the formal decision analysis models and tools,
and those who use such systematic methods
for reaching decisions are occasionally leery of
solutions suggested by these methods which run
counter to their sense of the correct course of
action. Finally, managers can use intuition to bypass
in-depth analysis and move rapidly to engender a
plausible solution. Used in this way, intuition is an
almost instantaneous cognitive process in which a
manager recognizes familiar patterns.
One of the implications of the intuitive style
of executive management is that "thinking" is
inseparable from acting. Since managers often "know"
what is right before they can analyze and explain it,
they frequently act first and explain later. Analysis is
inextricably tied to action in thinking/acting cycles,
in which managers develop thoughts about their
companies and organizations not by analyzing a
problematic situation and then acting, but by acting
and analyzing in close concert. Given the great
uncertainty of many of the management issues that
they face, senior managers often instigate a course
of action simply to learn more about an issue.
They then use the results of the action to develop
a more complete understanding of the issue. One
implication of thinking/acting cycles is that action
is often part of defining the problem, not just of
implementing the solution.
102. The passage provides support for which of the
following statements?
(A) Managers who rely on intuition are more
successful than those who rely on formal
decision analysis.
(B) Managers cannot justify their intuitive decisions.
(C) Managers' intuition works contrary to their
rational and analytical skills.
(D) Logical analysis of a problem increases the
number of possible solutions.
(E) Intuition enables managers to employ their
practical experience more efficiently.
How to eliminate A ? OG Explanation too pithy
I Seek Explanations Not Answers
