第二篇 ]iu}5]?)
Conventional wisdom about conflict seems pretty much cut and dried. Too little Bx R% \
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to |X&.+RI
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark QP/6N9/
creativity and motivate people in a healthy and competitive way. {ctEjgiE
Recent research by Professor Charles R. Schwenk, however, suggests that the O^fg~g X
optimal level of conflict may be more complex to determine than these simple !]c]:ed\C
generalizations. He studied perceptions of conflict among a sample of executives. &0B< iO<f
Some of the executives worked for profit-seeking organizations and others for ^`b&fb v
not-for-profit organizations. ?v-Y1j
Somewhat surprisingly, Schwenk found that opinions about conflict varied d D6I @N)X
systematically as a function of the type of organization. Specifically, managers in Z4YQ5O5
not-for-profit organizations strongly believed that conflict was beneficial to their QmQsNcF~z
organizations and that it promoted higher quality decision making than might be R#j -Z#/"
achieved in the absence of conflict. T3po.Km\{
Managers of for-profit organizations saw a different picture. They believed that YTBZklM
conflict generally was damaging and usually led to poor-quality decision making in ogN/zIU+VA
their organizations. Schwenk interpreted these results in terms of the criteria for ]RYk Y7>`
effective decision making suggested by the executives. In the profit-seeking mKWfRx*UdG
organizations, decision-making effectiveness was most often assessed in financial +uR|0Jo8X
terms. The executives believed that consensus rather than conflict enhanced financial B<.XowT'
indicators. @8zp(1.
In the not-for-profit organizations, decision-making effectiveness was defined _4E .
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from the perspective of satisfying constituents. Given the complexities and 3/ sKRU
ambiguities associated with satisfying many diverse constituents executives perceived k~|nU
that conflict led to more considered and acceptable decisions. -y a0!D
31.In the eyes of the author, conventional opinion on conflict is________. a
}6Fj&hj
A) wrong z 4l
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B) oversimplified c*nH =
C) misleading |7IlYy& :
D) unclear e@k`C{{C]o
注：文章第一句 qX'w}nJ}H}
32.Professor Charles R. Schwenk's research shows________. X|.M9zIx
A) the advantages and disadvantages of conflict by*>w/@9)k
B) the real value of conflict z1\G,mJ K
C) the difficulty in determining the optimal level of conflict U^_'e_)
D) the complexity of defining the roles of conflict w, 0tY=h6
注：文章第二段 KZ
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33.We can learn from Schwenk's research that________. x}TDb0V
A) a person’s view of conflict is influenced by the purpose of his organization D
.3Q0a6
B) conflict is necessary for managers of for-profit organizations 2A3;#v
C) different people resolve conflicts in different ways <YbO O
{
D) it is impossible for people to avoid conflict Zl]Zy}p* +
注：文章第三段 riI0k{
34.The passage suggests that in for - profit organizations_______. 4 )=LOGW
A) there is no end of conflict iKB8V<[\T
B) expression of different opinions is encouraged )Q 8T`Tly
C) decisions must be justifiable ? W Wnt^
D) success lies in general agreement 9GS<d.#Nvc
注：文章第四段，justifiable 合法化 dN> XZv
35.People working in a not - for - profit organization________. w<_
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A) seem to be difficult to satisfy owe362q
B) are free to express diverse opinions {! RW*B
C) are less effective in making decisions e,Xvt5
D) find it easier to reach agreement puS'9Lpp
B C A D B
