第二篇 TRk
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Conventional wisdom about conflict seems pretty much cut and dried. Too little ~ ^r ey
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Iuu<2#gb8"
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark _@#uIOcE
creativity and motivate people in a healthy and competitive way. >J^7}J
Recent research by Professor Charles R. Schwenk, however, suggests that the #gX%X~w$F
optimal level of conflict may be more complex to determine than these simple 1A%N0#_(Md
generalizations. He studied perceptions of conflict among a sample of executives. J.bF v/R
Some of the executives worked for profit-seeking organizations and others for F@=e2e
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not-for-profit organizations. VM-qVd-
Somewhat surprisingly, Schwenk found that opinions about conflict varied }g>dn
systematically as a function of the type of organization. Specifically, managers in ig{A[7qN
not-for-profit organizations strongly believed that conflict was beneficial to their 935-{ h@k
organizations and that it promoted higher quality decision making than might be 4 ss & 'h
achieved in the absence of conflict. ]>
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Managers of for-profit organizations saw a different picture. They believed that uSABh ^
conflict generally was damaging and usually led to poor-quality decision making in l;XU#6{
their organizations. Schwenk interpreted these results in terms of the criteria for m0=cMVCA!
effective decision making suggested by the executives. In the profit-seeking Mam8\
organizations, decision-making effectiveness was most often assessed in financial o2;(VSKhS
terms. The executives believed that consensus rather than conflict enhanced financial ;Ay >+M2O
indicators. -Nsk}Rnk*
In the not-for-profit organizations, decision-making effectiveness was defined SV$nyV
from the perspective of satisfying constituents. Given the complexities and C1h#x'k
ambiguities associated with satisfying many diverse constituents executives perceived {I4%
that conflict led to more considered and acceptable decisions. nY OY"'z
31.In the eyes of the author, conventional opinion on conflict is________. L<bYRG z
A) wrong sB?2*S"X)<
B) oversimplified Dq?E\
C) misleading uCw>}3
D) unclear EbCIIMbe"
注：文章第一句 y|^EGnaE
32.Professor Charles R. Schwenk's research shows________. 3I|O^
A) the advantages and disadvantages of conflict & B}Lo
B) the real value of conflict q7|:^#{av
C) the difficulty in determining the optimal level of conflict C`)_i3
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D) the complexity of defining the roles of conflict t\zb EN
注：文章第二段 Z(p*Z,?u
33.We can learn from Schwenk's research that________. cQX:%Ix=
A) a person’s view of conflict is influenced by the purpose of his organization YJd8 l>mz
B) conflict is necessary for managers of for-profit organizations !x7o|l|cP
C) different people resolve conflicts in different ways
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D) it is impossible for people to avoid conflict \b$<J.3
注：文章第三段 fp{G|.SA
34.The passage suggests that in for - profit organizations_______. Rv<L#!;
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A) there is no end of conflict ?KB@Zm+#~
B) expression of different opinions is encouraged eRs&iK2y
C) decisions must be justifiable 3V}(fnv
D) success lies in general agreement ? Vp%=E
注：文章第四段，justifiable 合法化 H -,TS^W
35.People working in a not - for - profit organization________. hsz^rZ
A) seem to be difficult to satisfy 8}BS2C%P
B) are free to express diverse opinions @}DFp`~5|
C) are less effective in making decisions r P'AJDuq
D) find it easier to reach agreement HTk\723Rdw
B C A D B
