第二篇 :m >Vp
Conventional wisdom about conflict seems pretty much cut and dried. Too little o'8%5 M@
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to f+\ UVq?
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark J|VDZ# c7
creativity and motivate people in a healthy and competitive way. +-|}<mq
Recent research by Professor Charles R. Schwenk, however, suggests that the G3
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optimal level of conflict may be more complex to determine than these simple
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generalizations. He studied perceptions of conflict among a sample of executives. z 0F55<i
Some of the executives worked for profit-seeking organizations and others for 8G3.bi'q
not-for-profit organizations. md|I?vk
Somewhat surprisingly, Schwenk found that opinions about conflict varied P
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systematically as a function of the type of organization. Specifically, managers in *:`fgaIDa
not-for-profit organizations strongly believed that conflict was beneficial to their 5xU}} [|~-
organizations and that it promoted higher quality decision making than might be K cW 5
achieved in the absence of conflict. 0wAB;|~*62
Managers of for-profit organizations saw a different picture. They believed that 9fO E
.
conflict generally was damaging and usually led to poor-quality decision making in 5r d t
their organizations. Schwenk interpreted these results in terms of the criteria for 77j"zr7v
effective decision making suggested by the executives. In the profit-seeking Y@q ugQ M>
organizations, decision-making effectiveness was most often assessed in financial +U?7
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terms. The executives believed that consensus rather than conflict enhanced financial Mgu9m8
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indicators. 0T 0I<t
In the not-for-profit organizations, decision-making effectiveness was defined K <WowU
from the perspective of satisfying constituents. Given the complexities and #Yy5@A}`o
ambiguities associated with satisfying many diverse constituents executives perceived x@:98P
that conflict led to more considered and acceptable decisions. `m$,8f%j6_
31.In the eyes of the author, conventional opinion on conflict is________. S& ;)F|-q
A) wrong :_+U[k(#
B) oversimplified -w'g0/fD
C) misleading >)mF'w
D) unclear "cbJ{ G1pk
注：文章第一句 ;6?,Yhk$h
32.Professor Charles R. Schwenk's research shows________. > :0N)Pj
A) the advantages and disadvantages of conflict n Fro#qx
B) the real value of conflict {xP-p"?p
C) the difficulty in determining the optimal level of conflict RusiCo!r
D) the complexity of defining the roles of conflict A.YK =_J
注：文章第二段 CurU6x1
33.We can learn from Schwenk's research that________. YeB C6`7y
A) a person’s view of conflict is influenced by the purpose of his organization ?wjk=hM2
B) conflict is necessary for managers of for-profit organizations R/2L9 Lcv
C) different people resolve conflicts in different ways 49Y:}<Yd
D) it is impossible for people to avoid conflict :JXcs 39
注：文章第三段 2 Ns<lh
34.The passage suggests that in for - profit organizations_______. dLf
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A) there is no end of conflict .li)k[] ts
B) expression of different opinions is encouraged
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C) decisions must be justifiable g7eI;Tpv
D) success lies in general agreement Ra C6RH
注：文章第四段，justifiable 合法化 ; ]rj Kc=
35.People working in a not - for - profit organization________. s GrI%3[e"
A) seem to be difficult to satisfy Exat_ L'?
B) are free to express diverse opinions Q"qJ 0f)
C) are less effective in making decisions "`w*-O
D) find it easier to reach agreement )F0Q2P1I
B C A D B
