第二篇 =6L *!JP<
Conventional wisdom about conflict seems pretty much cut and dried. Too little 3z )"U
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to o}MzqKfu
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark jD/7 /G*
creativity and motivate people in a healthy and competitive way. a3 UPbl3^
Recent research by Professor Charles R. Schwenk, however, suggests that the Z-SwJtWk
optimal level of conflict may be more complex to determine than these simple j\'+wVy o
generalizations. He studied perceptions of conflict among a sample of executives. g T XW2S
Some of the executives worked for profit-seeking organizations and others for )W ]>\=@Y
not-for-profit organizations. } B"|z'u
Somewhat surprisingly, Schwenk found that opinions about conflict varied :,NFFN
systematically as a function of the type of organization. Specifically, managers in z0 2}&^Zzk
not-for-profit organizations strongly believed that conflict was beneficial to their 5,
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organizations and that it promoted higher quality decision making than might be 6!+X.+
achieved in the absence of conflict. 1GG>.RCP
Managers of for-profit organizations saw a different picture. They believed that }2q l?K
conflict generally was damaging and usually led to poor-quality decision making in `u#;MUg
their organizations. Schwenk interpreted these results in terms of the criteria for EK?@Z.q+
effective decision making suggested by the executives. In the profit-seeking ;h9-}F
organizations, decision-making effectiveness was most often assessed in financial 4L=$K2R2r
terms. The executives believed that consensus rather than conflict enhanced financial j9URl$T:
indicators. EWb(uWC8h
In the not-for-profit organizations, decision-making effectiveness was defined 5 [ ,+\
from the perspective of satisfying constituents. Given the complexities and (@)2PO /
ambiguities associated with satisfying many diverse constituents executives perceived D[89*@v
that conflict led to more considered and acceptable decisions. e^k!vk-SLF
31.In the eyes of the author, conventional opinion on conflict is________. x0\
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A) wrong
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B) oversimplified M*5,O
C) misleading M=5d95*-}
D) unclear E?Zb~xk
注：文章第一句 %cH8;5U40
32.Professor Charles R. Schwenk's research shows________. ^I X%dzM
A) the advantages and disadvantages of conflict fav5e'[$
B) the real value of conflict o 'C~~Vg).
C) the difficulty in determining the optimal level of conflict "jL1. 9%"
D) the complexity of defining the roles of conflict #^|| ]g/N
注：文章第二段 m`hGD p3
33.We can learn from Schwenk's research that________. CO-Iar
A) a person’s view of conflict is influenced by the purpose of his organization wgY6D!Y
B) conflict is necessary for managers of for-profit organizations ?gLR<d_
C) different people resolve conflicts in different ways In
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D) it is impossible for people to avoid conflict /~40rXH2C
注：文章第三段 t]s94 R q
34.The passage suggests that in for - profit organizations_______. 8r, 9OM
A) there is no end of conflict gaQ[3g
B) expression of different opinions is encouraged N 0+hej
z
C) decisions must be justifiable B@ -|b
D) success lies in general agreement k+FMZ, D|
注：文章第四段，justifiable 合法化 p-.Ri^p
35.People working in a not - for - profit organization________. *kP;{ Cb`
A) seem to be difficult to satisfy "tqnx?pM
B) are free to express diverse opinions
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C) are less effective in making decisions J*5hf: ?i
D) find it easier to reach agreement Q4RpK(N
B C A D B
