ProfessorJohnsonissaid_____somesignificantadvanceinhisresearchinthepastyears.

_____enoughtimeandmoney,theresearcherswouldhavebeenabletodiscovermoreinthisfield.

Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.

1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto

[A]Speedupofthecreationofasolutiontoaproblem.

[B]Identifyaproblem.

[C]Bringtogetherdisparatefacts.

[D]Stipulatecleargoals.

2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2

[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.

[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.

[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.

[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.

3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis

[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.

[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.

[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.

[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.

4.Thetextprovidessupportforwhichofthefollowingstatements

[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.

[B]Managerscannotjustifytheirintuitivedecisions.

[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.

[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.

5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext

[A]Anassertionismadeandaspecificsupportingexampleisgiven.

[B]Aconventionalmodelisdismissedandanalternativeintroduced.

[C]Theresultsofrecentresearchareintroducedandsummarized.

[D]Twoopposingpointsofviewarepresentedandevaluated.

___willMr.Forbesbeabletoregaincontrolofthecompany.

Inthelast12yearstotalemploymentintheUnitedStatesgrewfasterthanatanytimeinthepeacetimehistoryofanycountry–from82to110millionbetween1973and1985–thatis,byafullonethird.Theentiregrowth,however,wasinmanufacturing,andespeciallyinno–blue-collarjobs…

Thistrendisthesameinalldevelopedcountries,andis,indeed,evenmorepronouncedinJapan.Itisthereforehighlyprobablethatin25yearsdevelopedcountriessuchastheUnitedStatesandJapanwillemploynolargeraproportionofthelaborforceInmanufacturingthandevelopedcountriesnowemployinfarming–atmost,10percent.TodaytheUnitedStatesemploysaround18millionpeopleinblue-collarjobsinmanufacturingindustries.By2010,thenumberislikelytobenomorethan12million.Insomemajorindustriesthedropwillbeevensharper.Itisquiteunrealistic,forinstance,toexpectthattheAmericanautomobileindustrywillemploymorethanone–thirdofitspresentblue-collarforce25yearshence,eventhoughproductionmightbe50percenthigher.

Ifacompany,anindustryoracountrydoesnotinthenextquartercenturysharplyincreasemanufacturingproductionandatthesametimesharplyreducetheblue-collarworkforce,itcannothopetoremaincompetitive–oreventoremain“developed.”Theattempttopreservesuchblue–collarjobsisactuallyaprescriptionforunemployment…

ThisisnotaconclusionthatAmericanpoliticians,laborleadersorindeedthegeneralpubliccaneasilyunderstandoraccept.WhatconfusestheissueevenmoreitthattheUnitedStatesisexperiencingseveralseparateanddifferentshiftsinthemanufacturingeconomy.Oneistheaccelerationofthesubstitutionofknowledgeandcapitalformanuallabor.Wherewespokeofmechanizationafewdecadesago,wenowspeakof“robotization“or“automation.”Thisisactuallymoreachangeinterminologythanachangeinreality.WhenHenryFordintroducedtheassemblylinein1909,hecutthenumberofman–hoursrequiredtoproduceamotorcarbysome80percentintwoorthreeyears–farmorethananyoneexpectstoresultfromeventhemostcompleterobotization.Butthereisnodoubtthatwearefacinganew,sharpaccelerationinthereplacementofmanualworkersbymachines–thatis,bytheproductsofknowledge.

1.Accordingtotheauthor,theshrinkageinthemanufacturinglaborforcedemonstrates______.

A.thedegreetowhichacountry’sproductionisrobotized

B.areductioninacountry’smanufacturingindustries

C.aworseningrelationshipbetweenlaborandmanagement

D.thedifferencebetweenadevelopedcountryandadevelopingcountry

2.Accordingtotheauthor,incoming25years,adevelopedcountryorindustry,inordertremaincompetitive,oughtto______.

A.reducethepercentageoftheblue-collarworkforce

B.preserveblue–collarjobsforinternationalcompetition

C.acceleratemotor–canmanufacturinginHenryFord’sstyle

D.solvetheproblemofunemployment

3.Americanpoliticiansandlaborleaderstendtodislike_____.

A.confusioninmanufacturingeconomy

B.anincreaseinblue–collarworkforce

C.internalcompetitioninmanufacturingproduction

D.adropintheblue–collarjobopportunities

4.Theword“prescription”in“aprescriptionforunemployment”maybetheequivalentto______

A.somethingrecommendedasmedicaltreatment

B.awaysuggestedtoovercomesomedifficulty

C.somemeasurestakeninadvance

D.adevicetodire

5.Thispassagemayhavebeenexceptedfrom________

A.amagazineaboutcapitalinvestment

B.anarticleonautomation

C.amotor-carmagazine

D.anarticleonglobaleconomy