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Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? for GMAT 2024 is part of GMAT preparation. The Question and answers have been prepared according to the GMAT exam syllabus. Information about Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? covers all topics & solutions for GMAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer?.

Solutions for Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for GMAT. Download more important topics, notes, lectures and mock test series for GMAT Exam by signing up for free.

Here you can find the meaning of Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer?, a detailed solution for Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? has been provided alongside types of Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions: Read the given passage carefully and answer the question as follow.The majority of successful senior managers do notclosely 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, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. 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 processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen 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 tosynthesize 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 arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess 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 fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking/acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, 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 anissue. They then use the results of the action to developa 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 implementingthe solution.Q.According to the passage, the classical model of decision analysis includes all of the following EXCEPTa)evaluation of a problemb)creation of possible solutions to a problemc)establishment of clear goals to be reached by the decisiond)action undertaken in order to discover more information about a probleme)comparison of the probable effects of different solutions to a problemCorrect answer is option 'D'. Can you explain this answer? tests, examples and also practice GMAT tests.