Question

read the following carefully and matched expression with their meaning depth of true​

Answer 1

Answer:

$\huge\fbox\red{A}\fbox\pink{n}\fbox\purple{S}\fbox\green{w}\fbox\blue{E}\fbox\orange{r}$

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.

Genera tions of wri ters on management have recognized that some practicing m anagers rely heavily on intu ition. In general, however, such writers display a poor grasp of what intuit ion is. Some see it as the opposite of ratio nality; others view it as an excuse for caprici ousness.

Isen berg’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 painst aking 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 occa sionally leery of solutions sugges ted by these methods which run coun ter to their sense of the correct course of action. Finally, managers can use intuitio n to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuiti on is an almost ins tanta neous cogn itive process in which a manag er recogn izes familiar patterns. One of the implications o f the intui tive style of executive mana g ement is that “think ing” is inseparable from acting. Since managers often “know” what is right before they can an alyze and explain it, they frequently act first and explain later. Analy sis is inext ricably tied to action in thinking/acting cycles, in which manage rs develop thoughts about their compan ies and organizat ions not by analy zing a proble matic situa tion and then acting, but by acting and anal yzing in close concert