第二篇 vf<Tq
Conventional wisdom about conflict seems pretty much cut and dried. Too little ) Vy}oFT\
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to nza^< DlS
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark W<H^V" ^
creativity and motivate people in a healthy and competitive way. w`Z@|A
Recent research by Professor Charles R. Schwenk, however, suggests that the ^ @q $c
optimal level of conflict may be more complex to determine than these simple `ucr;P
generalizations. He studied perceptions of conflict among a sample of executives. '$CJ Z`nt
Some of the executives worked for profit-seeking organizations and others for }~Y#N
not-for-profit organizations. 7[7Sm^Tw
Somewhat surprisingly, Schwenk found that opinions about conflict varied 0V#eC
systematically as a function of the type of organization. Specifically, managers in ~Ywt o
not-for-profit organizations strongly believed that conflict was beneficial to their <+7-^o _
organizations and that it promoted higher quality decision making than might be JM YM}G
achieved in the absence of conflict. ^sVB:?
Managers of for-profit organizations saw a different picture. They believed that )x&}{k6 %
conflict generally was damaging and usually led to poor-quality decision making in H
!{ Cr#=
their organizations. Schwenk interpreted these results in terms of the criteria for \ 5^GUT
effective decision making suggested by the executives. In the profit-seeking 6 t
6#<ts
organizations, decision-making effectiveness was most often assessed in financial 9k!#5_ M
terms. The executives believed that consensus rather than conflict enhanced financial 5eSmyj-W
indicators. J\k v}v
In the not-for-profit organizations, decision-making effectiveness was defined )0Lv- Gs
from the perspective of satisfying constituents. Given the complexities and ul3._Q
ambiguities associated with satisfying many diverse constituents executives perceived {p(.ck ze+
that conflict led to more considered and acceptable decisions. R`|GBV bv
31.In the eyes of the author, conventional opinion on conflict is________. wrW7 68WR
A) wrong t.oP]_mI
B) oversimplified 7w{>bYP
C) misleading ra k@oW]
D) unclear u($y< Q )=
注：文章第一句 _/5mgn<GK
32.Professor Charles R. Schwenk's research shows________.
sP5\R#
A) the advantages and disadvantages of conflict M RdZ '
B) the real value of conflict E5G=Kh[NP
C) the difficulty in determining the optimal level of conflict Yl#r9TM
D) the complexity of defining the roles of conflict @9^ozgg
注：文章第二段 />z E$)'M
33.We can learn from Schwenk's research that________. [,TuNd
A) a person’s view of conflict is influenced by the purpose of his organization Jtxwt[
B) conflict is necessary for managers of for-profit organizations |
Tp>,\:5
C) different people resolve conflicts in different ways g2 v 0!
D) it is impossible for people to avoid conflict B6iH[dTy_
注：文章第三段 195m0'zda
34.The passage suggests that in for - profit organizations_______. U1t 7XZ3e
A) there is no end of conflict 0a??8?Q1G
B) expression of different opinions is encouraged c} GH|i
C) decisions must be justifiable ee.# Vhz
D) success lies in general agreement I=)u:l c
注：文章第四段，justifiable 合法化 }0Q ex=vkO
35.People working in a not - for - profit organization________. p#U rZKR
A) seem to be difficult to satisfy l#_(suo64
B) are free to express diverse opinions ZzNp#FrX"
C) are less effective in making decisions Y9)uy 8c
D) find it easier to reach agreement lU0'5!3R,
B C A D B
