单项选择题

案例分析题

Passage One

Many successful business executives do 
not follow the standard method for problem solving in business. Typically, 
business schools teach their students to first clarify goals, assess the 
problem, formulate options and estimate the chances of success before making a 
decision. Conversely, many real world business decisions are made based on what 
some senior executives call intuition (直觉). They use hunches (预感) and educated 
guesses to manage large global companies where different departments, networks 
of information, and complex chains of command force today’s manager to integrate 
action into the process of analysis.
Historically, business 
writers have recognized that some managers rely heavily on intuition. For the 
most part, however, business writers and the faculty at business schools often 
display a poor grasp of what intuition is and how it is used. Instead, they see 
it as the opposite of rationality.
More recent research, 
however, demonstrates that executive intuition is not that case. Rather, 
executives use intuition in a number of ways. First, they intuitively sense when 
a problem exists. They then rely on intuition to implement well-learned 
responses quickly. This type of decision-making process is based on years of 
practice, hand-on experience, and a finely practised sense of when to make a 
quick decision and when to wait for more information.
Intuition 
also allows executives to make decisions based on the "big picture": a complete 
integrate understanding of how decisions will affect all facets of the business 
enterprise. In this way, some managers use intuition as a kind of "gut check" on 
the results of more rational analysis. Finally, in today’s fast-paced business 
world, intuition allows managers to make decisions quickly and effectively 
without relying on costly and time-consuming in-depth analyses.
One of the implications of this style of management is that thinking 
cannot be separated from acting. "I often know what the answer is even before I 
see the analysis," says one sales manager, "sometimes in business you need to 
cat first and explain your actions later."
Given the uncertainty 
of many of the management issues that they face, senior managers often take a 
course of action simply to learn more about an issue. Action actually helps them 
develop a more complete understanding of the issue. With more and more companies 
relying on their executives to see the "big picture" and think outside the box, 
traditional decision-making strategies may be one of the casualties (牺牲品) of 
globalization. It can be inferred from the passage that a successful business manager will ______.