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 to 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 ofmany 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.
The passage suggests which ofthe following about the " writers on management " (Line 1, Para. 2)

A:They have criticized managers for not following the classical rational model of decision analysis. B:They have not based their analysis on a sufficiently large samples ofactual managers. C:They have relied in drawing their conclusions on what managers say rather than on what managers do. D:They have misunderstood how managers use intuition in making business decisions.

Which of the following is true concerning stress on managers

A:Stress only affects managers in times of change. B:Stress will always lead to the setting up of a vicious cycle. C:High level of stress may result in less effective performance. D:High level of stress occur as managers adjust to changes.

Laying off employees is especially stressful on managers in that

A:the managers are the bad news bearers and announcers. B:the managers are worried about the increasing amount of work. C:the managers are afraid of being laid off themselves. D:the managers are confronting upsetting information from employees.

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 to 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 ofmany 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.

The passage suggests which ofthe following about the " writers on management " (Line 1, Para. 2)（）

A:They have criticized managers for not following the classical rational model of decision analysis B:They have not based their analysis on a sufficiently large samples ofactual managers C:They have relied in drawing their conclusions on what managers say rather than on what managers do D:They have misunderstood how managers use intuition in making business decisions

Each day, computers help millions of people do their jobs more effectively. For example, they can help managers decide on a future course of action, and they can then help with the follow-up checks on performance to see if planned goals are being achieved．By using accurate and timely facts supplied by data base management software, a manager can do a better job of identifying problems and opportunities. And managers may not need to spend as much time in controlling when a computer can respond with a triggered report if actual performance varies from what was planned．The time saved in controlling may allow managers to give more attention to employees’ concerns, and this, in turn, may result in improved morale (士气).
But employment benefits certainly aren’t restricted to managers. Healthcare researchers and other scientists also use computers to conduct research into complex problem areas that couldn’t otherwise be studied．Lawyers use online legal data banks to locate precedent (先前的) cases in order to serve clients better. Salespeople can receive more timely information about products in stock, can promise customers that their sales orders will be handled promptly, and can thus improve their sales performance because of the computer system. And the job duties of some office and factory workers have changed from routine, repetitive operations to more varied and appealing tasks through computer usage. For example, office workers who understand text processing, computing, and data communication usually have vital roles and are given critical office functions to perform.
Which of the following examples shows the controlling function of a computer

A:Helping managers decide on a future course of action. B:Helping managers check if planned goals are reached． C:Helping managers save time in writing a report. D:Helping managers design a spreadsheet package.

Observe that for the programmer, as for the chef, the urgency of the patron (顾客) may govern the scheduled completion of the task, but it cannot govern the actual completion. An omelette (煎鸡蛋) , promised in two minutes, may appear to be progressing nicely. Butwhen it has not set in two minutes, the customer has two choices--waits or eats it raw. Software customers have had (116) choices.
Now I do not think software (117) have less inherent courage and firmness thanchefs, nor than other engineering managers. But false (118) to match the patron’s desireddate is much more common in our discipline than elsewhere in engineering. It is very (119) to make a vigorous, plausible, and job risking defense of an estimate that is derived by no quantitative method, supported by little data, and certified chiefly by the hunches of the managers.
Clearly two solutions are needed. We need to develop and publicize productivity figures, bug-incidence figures, estimating rules, and so on. The whole profession can only profit from (120) such data. Until estimating is on a sounder basis, individual managers will need to stiffen their backbones and defend their estimates with the assurance that their poor hunches are better than wish derived estimates.

A:Testers B:constructors C:managers D:architects

Observe that for the programmer，as for the chef,the urgency of the patron(顾客) may govern the scheduled completion of the task，but it cannot govern the actual completion．An omelette(煎鸡蛋)，promised in two minutes，may appear to be progressing nicely．But when it has not set in two minutes，the customer has two choices—waits or eats it raw．Software customers have had （） choices．
Now I do not think software （） have less inherent courage and firmness than chefs，nor than other engineering managers．But false （） to match the patron’s desired date is much more common in our discipline than elsewhere in engineering．It is very （） to make a vigorous，plausible，and job risking defense of an estimate that is derived by no quantitative method，supported by little data，and certified chiefly by the hunches of the managers．
Clearly two solutions are needed．We need to develop and publicize productivity figures，bug-incidence figures，estimating rules，and so on．The whole profession can only profit from （） such data．Until estimating is on a sounder basis，individual managers will need to stiffen their backbones and defend their estimates with the assurance that their poor hunches are better than wish derived estimates．

Now I do not think software （） have less inherent courage and firmness than chefs，nor than other engineering managers．

A:testers B:constructors C:managers D:architects

Observe that for the programmer,as for chef, the urgency of the patron（顾客）may govern the scheduled completion of the task,but it cannot govern the actual completion.An omelette(煎鸡蛋),promised in two minutes,may appear to be progressing nicely.But when it has not set in two minutes,the customer has two choices-waits or eats it raw.Software customers have had （）choices.
Now I do not think software（）have less inherent courage and firmness than chefs,nor than other engineering managers.But false（）to match the patron’s desired date is much more common in our discipline than elsewhere in engineering.It is very（）to make a vigorous,plausible,and job risking defense of an estimate that is derived by no quantitative method,supported by little data,and certified chiefly by the hunches of the managers.    Clearly two solutions are needed.We need to develop and publicize productivity figures,bug-incidence figures,estimating rules,and so on.The whole profession can only profit from（）such data.Until estimating is on a sounder basis,individual managers will need to stiffen their backbones and defend their estimates with the assurance that their poor hunches are better than wish derived estimates.

Now I do not think software（）have less inherent courage and firmness than chefs,nor than other engineering managers.

A:testers B:constructors C:managers D:architects