Similar GMAT Doubts

• Directions: Read the given passage carefully and answer the question as fol... morelow.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.The passage suggests which of the following about the “writers on management” mentioned in line 12?

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• Directions: Read the given passage carefully and answer the question as fol... morelow.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.The passage provides support for which of the following statements?

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• Directions: Read the given passage carefully and answer the question as fol... morelow.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, senior managers use intuition in all of the following ways EXCEPT to

• 1 Answer

• Directions: Read the given passage carefully and answer the question as fol... morelow.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 EXCEPT

• 1 Answer

• American companies may find the solution to their performance related probl... moreems in their own backyard. A recently conducted independent study shows that in the business world, social and political skills have become the real key to getting ahead in organisations, skills that successful managers use to their advantage. The study found out that successful managers, those who get promoted relatively quickly vis--vis effective managers, perform day to day activities that are more or less dissimilar to the ones conducted by effective managers or those who have satisfied, committed subordinates, in addition to high performing units. Accordingly, it comes as no surprise that networking, which consists of socializing or politicking and interacting with others, was one activity that, out of the core four activities among the plethora of activities performed by managers, topped the list for successful managers but was ranked the lowest in the list of activities performed by the effective ones. Indeed the findings of the study do not negate the reality that there are managers who strike a balance between the activities performed by both types of managers and hence are successful and effective at the same time, but the meagre percentage such managers formed of the studys sample, barely ten percent, affirms the general divide between successful and effective managers.These findings clearly belie the traditional assumption typically suggested by formal personnel policies that promotions are based purely on performance. In effect, the studys implications affirm the cynical, yet what now seems real, view that people who are not necessarily the most accomplishing in terms of performing well in the other three key activity areas, namely communication, traditional management, and human resource management, are being promoted to the top level. Therefore, American companies looking to improve their performance and productivity need to ensure that formal rewards, especially promotions, are tied to performance. This way companies will be promoting a work-culture that turns effective managers in to successful managers and gives the currently successful managers a chance to effectively focus on productivity and not just on socializing and politicking.Which of the following is mentioned in the passage?

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