The majority of successful senior managers do not closely follow the classical rational mo

In the author’s view, senior managers do NOT use intuition to

A．speed up the creation of a solution to a problem.

B．identify a problem.

C．specify clear goals.

D．evaluate possible solutions to a problem.

The majority of successful senior managers do not

closely follow the classical rational model of first clari-

fying goals, assessing the problem, formulating options,

estimating likelihoods of success, making a decision,

(5) 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 “intu-

ition” to mangage a network of interrelated problems

that require them to deal with ambiguity, inconsistency,

(10) novelty, and surprise; and to integrate action into the

process to thinking.

Generations of writers on management have recog-

nized that some practicing managers rely heavily on

intuition. In general, however, such writers display a

(15) poor grasp of what intuition is. Some see it as the oppo-

site of rationality: others view it as an excuse for ca-

priciousness.

Isenberg’s recent research on the cognitive processes

of senior managers reveals that managers’ intuition is

(20) 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 intu-

ition to perform. well-learned behavior. patterns rapidly.

This intuition is not arbitrary or irrational, but is based

(25) on years of painstaking practice and hands-on experi-

ence that build skills. A third function of intuition is to

synthesize isolated bits of data and practice into an inte-

grated picture, often in an “Aha!” experience. Fourth,

some managers use intuition as a check on the results

(30) 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

(35) 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.

(40) One of the implications of the intuitive style. of execu-

tive 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

(45) to action in thinking/acting cycles, in which managers

develop thoughts about their companies and organiza-

tions 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 manage-

(50) ment issues that they face, senior managers often insti-

gate 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 impli-

cation of thinking/acting cycles is that action is often

(55) part of defining the problem, not just of implementing

the solution.

According to the passage, senior managers use intuition in all of the following 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

E．evaluate possible solutions to a problem

In the author's view, senior managers do NOT use intuition to

A. speed up the creation of a solution to a problem.

B. identify a problem.

C. specify clear goals.

D. evaluate possible solutions to a problem.

According to the author, the staff can perform. better by ______.

A．getting instructions from their senior managers

B．seizing what to do at hand and what to do next

C．having a financial forecast as a goal

D．sharing their goals with others

Fried foods have long been frowned upon. Nevertheless, the skillet(平底煎锅) is about our handiest and most useful piece of kitchen equipment. Sturdy lumberjacks(伐木工) and others engaged in active labor requiring 4,000 calories per day or more will take approximately one-third of their rations prepared in this fashion. Meat, eggs, and French toast cooked in this way are served in millions of homes daily. Apparently the consumers are not beset with more signs of indigestion than afflict those who insist upon broiling, roasting, or boiling. Some years ago one of our most eminent physiologists investigated the digestibility of fried potatoes. He found that the pan variety was more easily broken down for assimilation than when deep fat was employed. The latter, however, dissolved within the alimentary tract more readily than the boiled type. Furthermore, he learned, by watching the progress of the contents of the rate of digestion. Now all this is quite in contrast with "authority." Volumes have been written on nutrition, and everywhere the dictum has been accepted--no fried edibles of any sort for children. A few will go so far as to forbid this style. of cooking wholly. Now and then an expert will be bold enough to admit that he uses them himself, the absence of discomfort being explained on the ground that he posses a powerful gastric apparatus. We can of course sizzle perfectly good articles to death so that they will be leathery and tough. But thorough heating, in the presence of shortening, is not the awful crime that it has been labeled. Such dishes stimulate rather than retard contractions of the gall bladder. Thus it is that bile mixes with the nutriment shortly after it leaves the stomach.

We don't need to allow our foodstuffs to become oil soaked, but other than that, there seems to be no basis for the widely heralded prohibition against this method. But notions become fixed. The first condemnation probably arose because an "oracle" suffered from dyspepsia(消化不良) which he ascribed to some fried item on the menu. The theory spread. Others agreed with him, and after a time the doctrine became incorporated in our textbooks. The belief is now tradition rather than proved fact. It should have been refuted long since, as experience has demonstrated its falsity.

This passage focuses on ______.

A．why the skillet is a handy piece of kitchen equipment

B．how the experts can mislead the public in the area of food preparation

C．the digestibility of fried foods

D．why fried foods have long been frowned upon