问题 多项选择题 案例分析题

患者男性,38岁。因复视,右眼眼球突出5个月而就诊。逐渐出现眼红,睑浮肿,偶有胀痛。眼球突出及红痛有时缓解,但隔数周会加重。无怕热、多汗、多食、体重减轻症状。检查:压迫右眼入眶有阻力,未扪得眶内肿块及颈部淋巴结。

提示:右眼视力4.5(0.3),角膜下方1/5F1(+),眼球运动各方向均受限制,后极部视网膜有张力线。B超示眶后部占位性病变,眼肌肥大。活检病理诊断为炎性肉芽肿。应先采取哪些处置()

A.全身使用皮质类固醇和抗生素

B.肿块内注射硬化剂

C.放射治疗

D.开眶肿瘤摘除术

E.涂抗生素眼膏纱布覆盖

F.睑缘缝合术

答案

参考答案:A, E, F

选择题
单项选择题

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 to 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 ofmany 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 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. Intuition enables managers to employ their practical experience more efficiently