Reading Passage Question
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.
“The majority of successful senior managers do not closely”- is a GMAT reading comprehension passage with answers. Candidates need a strong knowledge of English GMAT reading comprehension.
This GMAT Reading Comprehension consists of 8 comprehension questions. The GMAT Reading Comprehension questions are designed for the purpose of testing candidates’ abilities in understanding, analyzing, and applying information or concepts. Candidates can actively prepare with the help of GMAT Reading Comprehension Practice Questions.
Solution and Explanation
- 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.
Answer: E
Explanation: The whole discussion revolves on praising the use of intuition. As mentioned, managers rely on intuition to quickly implement well-learned behavioural patterns. This intuition is not random or irrational; rather, it is the result of years of meticulous practice. Practical application that builds skills. Additionally, the passage does not imply any of the other alternatives.
- According to the passage, the classical model of decision analysis includes all of the following EXCEPT
(A) evaluation of a problem
(B) creation of possible solutions to a problem
(C) establishment of clear goals to be reached by the decision
(D) action undertaken in order to discover more information about a problem
(E) comparison of the probable effects of different solutions to a problem
Answer: D
Explanation: The vast majority of effective senior managers do not strictly adhere to the conventional rational model. Instead, these senior executives use what is obliquely referred to as "intuition" in their daily tactical manoeuvres to handle a web of connected issues. Which call for them to deal with ambiguity, inconsistency, novelty, and surprise. To integrate action into the process of thinking. Senior managers frequently start a plan of action to gather additional information about a problem. Following that, they use the outcomes of the action to create a more thorough knowledge of the problem.
- It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?
(A) Manager X analyzes first and then acts; Manager Y does not.
(B) Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
(C) Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
(D) Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not.
(E) Manger Y depends on day-to-day tactical maneuvering; manager X does not.
Answer: C
Explanation: The first paragraph states “The majority of successful senior managers do not closely follow the classical rational model…. Rather, in their day-by-day tactical manoeuvres. These senior executives rely on what is vaguely termed “intuition” to manage a network of interrelated problems…” The last paragraph states. “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.”
- 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
Answer: D
Explanation: At least five different approaches are used by senior managers to use intuition. They can first tell whether there is a problem based on intuition. Second, managers use intuition to quickly implement well-learned behavioural patterns. This intuition is not arbitrary or unreasonable; rather, it is the result of years of meticulous practice and practical application that develop abilities. A third purpose of intuition is to combine disparate facts and experiences into a cohesive whole, frequently in the form of a "Aha!" moment. Fourth, some managers employ intuition to validate the outcomes of more analytically rigorous research. Finally, managers can act quickly to create a workable solution by using intuition rather than conducting a thorough investigation. When used in this way, intuition is a manager's almost instantaneous cognitive process for identifying patterns.
- The passage suggests which of the following about the “writers on management” mentioned in line 12?
(A) They have criticized managers for not following the classical rational model of decision analysis.
(B) They have not based their analyses on a sufficiently large sample of actual 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.
(E) They have not acknowledged the role of intuition in managerial practice.
Answer: D
Explanation: According to the author, intuition is a combination of various different abilities. According to the passage, "Generations of management writers have recognised that some practising managers rely largely on intuition. However, these authors typically exhibit a weak understanding of what intuition is. Some perceive it as the antithesis of reason, while others see it as a justification for being arbitrary. According to the paragraph. Authors who view intuition as the "opposite of rationality" or "an excuse for capriciousness" are mistaken since they don't understand how managers employ intuition in real-world situations. These authors fail to comprehend how managers use intuition. Instead, they believe the management is acting arbitrarily or irrationally.
- Which of the following best exemplifies “an ‘Aha!’ experience” (line 28) as it is presented in the passage?
(A) A manager risks taking an action whose outcome is unpredictable to discover whether the action changes the problem at hand.
(B) A manager performs well-learned and familiar behavior patterns in creative and uncharacteristic ways to solve a problem.
(C) A manager suddenly connects seemingly unrelated facts and experiences to create a pattern relevant to the problem at hand.
(D) A manager rapidly identifies the methodology used to compile data yielded by systematic analysis.
(E) A manager swiftly decides which of several sets of tactics to implement in order to deal with the contingencies suggested by a problem.
Answer: C
Explanation: As the passage states, “senior managers use intuition in at least five distinct ways. A third function of intuition is to synthesise isolated bits of data and practice into an integrated picture, often in an “Aha!” experience.” According to the statement, option C strongly supports the answer.
- It can be inferred from the passage that “thinking/acting cycles” (line 45) in managerial practice would be likely to result in which of the following?
- A manager analyzes a network of problems and then acts on the basis of that analysis.
- A manager gathers data by acting and observing the effects of action.
- A manager takes action without being able to articulate reasons for that particular action.
(A) I only
(B) II only
(C) I and II only
(D) II and III only
(E) I, II, and III
Answer: D
Explanation: The last paragraph states. “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.”
- Which of the following best describes the organization of the first paragraph of the passage?
(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.
(E) A widely accepted definition is presented and qualified.
Answer: B
Explanation: The vast majority of effective senior managers do not strictly adhere to the conventional rational model. the approach of outlining objectives, analysing the issue, generating options, calculating the chance of achievement, and then selecting a choice. Then after that take steps to carry out the decision. Instead, these senior executives use what is obliquely referred to as "intuition" in their daily tactical manoeuvres to handle a web of connected issues. In order to do it. They must be able to deal with ambiguity, inconsistency, novelty, and surprise as well as include action into the thought process. Making a claim or declaration is what is meant by assertion. But what we may infer from the opening sentence is a simple reality. These are not assertions; rather, they discuss two schools of thought while rejecting a third.
Suggested GMAT Reading Comprehension Samples
- Advocates of human therapeutic cloning believe the practice could GMAT Reading Comprehension
- To Study Centuries-Old Earthquakes and The Geologic Faults that Caused Them GMAT Reading Comprehension
- Because of the proximity and likeness of Mars to Earth GMAT Reading Comprehension
- Sea turtles, reptilian amphibians that are classified GMAT Reading Comprehension
- A freshwater lake's summertime ecology is significantly affected GMAT Reading Comprehension
- The ill-fated Home Construction Lending Act of 1901 (the HCLA) GMAT Reading Comprehension
- Grassland Songbirds Often Nest in the Same Grassland-Wetland Complexes GMAT Reading Comprehension
- Keynesian economics is a theory that in the short run, especially GMAT Reading Comprehension
- Social Scientists Have Traditionally Defined Multipolar International GMAT Reading Comprehension
- The pioneers of the teaching of science imagined that its introduction GMAT Reading Comprehension
- The Internet Is A System Of Computer Networks That Allows Individuals GMAT Reading Comprehension
- Visual Recognition Involves Storing And Retrieving Memories GMAT Reading Comprehension
- Many politicians, business leaders, and scholars discount the role GMAT Reading Comprehension
- The Transfer of Heat and Water Vapor from the Ocean to the Air Above GMAT Reading Comprehension
- Financial Stress Has Befallen Many of the Biggest Airlines in the US GMAT Reading Comprehension
- Exploration For Offshore Oil Causes Environmental Problems Other Than GMAT Reading Comprehension
- Natural Gas Use for Power Generation Rose this Summer Because of Hot GMAT Reading Comprehension
- Antibiotics And Similar Drugs, Together Called Antimicrobial Agents GMAT Reading Comprehension
- David Packard, Co-Founder Of Hewlett-Packard GMAT Reading Comprehension
- Frogs react quickly and effectively to bugs that fly past them GMAT reading Comprehension
Comments