第二篇 ,I.WX,OR
Conventional wisdom about conflict seems pretty much cut and dried. Too little + =$
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to K ! z`
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Q\Kx"Y3i
creativity and motivate people in a healthy and competitive way. C
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Recent research by Professor Charles R. Schwenk, however, suggests that the |Bo .4l X
optimal level of conflict may be more complex to determine than these simple \[:/CxP
generalizations. He studied perceptions of conflict among a sample of executives. ;T +pu>)
Some of the executives worked for profit-seeking organizations and others for N!&:rK
not-for-profit organizations. b-5y9
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Somewhat surprisingly, Schwenk found that opinions about conflict varied F _ 3:bX
systematically as a function of the type of organization. Specifically, managers in 6i@\5}m=
not-for-profit organizations strongly believed that conflict was beneficial to their +_l^ #?o,
organizations and that it promoted higher quality decision making than might be R,2P3lv1v@
achieved in the absence of conflict. w(d>HH g
Managers of for-profit organizations saw a different picture. They believed that 5II(mSg8
conflict generally was damaging and usually led to poor-quality decision making in
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their organizations. Schwenk interpreted these results in terms of the criteria for (oz$B0HO:
effective decision making suggested by the executives. In the profit-seeking 266oTER]v:
organizations, decision-making effectiveness was most often assessed in financial Y.#:HRtgW
terms. The executives believed that consensus rather than conflict enhanced financial 6vKS".4C
indicators. Z)9g~g94
In the not-for-profit organizations, decision-making effectiveness was defined UaG1c%7?X
from the perspective of satisfying constituents. Given the complexities and %^. %OCX:
ambiguities associated with satisfying many diverse constituents executives perceived [4&#*@
that conflict led to more considered and acceptable decisions. `Mj}md;O"
31.In the eyes of the author, conventional opinion on conflict is________. BG&cQr
A) wrong p v!oz2w1
B) oversimplified ?(6m VyIe
C) misleading ,B}I?vN.
D) unclear qSCv )S(
注：文章第一句 }ArpPU
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32.Professor Charles R. Schwenk's research shows________. ~ I}9;XT
A) the advantages and disadvantages of conflict qm*}U3 K
B) the real value of conflict S"m cUU}}
C) the difficulty in determining the optimal level of conflict %?C8mA'w
D) the complexity of defining the roles of conflict 6 9y;`15
注：文章第二段 aA`/ E
33.We can learn from Schwenk's research that________. RZp cXv
A) a person’s view of conflict is influenced by the purpose of his organization , 6^ znOt
B) conflict is necessary for managers of for-profit organizations `i
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C) different people resolve conflicts in different ways Q cjc ,
D) it is impossible for people to avoid conflict ixm&aW6<
注：文章第三段 e(F42; $$
34.The passage suggests that in for - profit organizations_______. ` ~U ZU@/x
A) there is no end of conflict ;!<
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B) expression of different opinions is encouraged u}bf- ;R
C) decisions must be justifiable Syp"L;H8Em
D) success lies in general agreement L%}zVCg
注：文章第四段，justifiable 合法化 ; < )~Y-
35.People working in a not - for - profit organization________. Z4$cyL'$P
A) seem to be difficult to satisfy FOwDp0
B) are free to express diverse opinions if;71ZE
C) are less effective in making decisions 2jsw"aHW
D) find it easier to reach agreement ;|p$\26S)%
B C A D B
