第二篇 4WQ
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Conventional wisdom about conflict seems pretty much cut and dried. Too little JWQ.Efe
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to By0Zz
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark v1E(K09h2
creativity and motivate people in a healthy and competitive way. )/t= g
Recent research by Professor Charles R. Schwenk, however, suggests that the RD*.n1N1
optimal level of conflict may be more complex to determine than these simple A T I2
generalizations. He studied perceptions of conflict among a sample of executives. $H7T|`WI.,
Some of the executives worked for profit-seeking organizations and others for vLM-v
not-for-profit organizations. <U""CAE
Somewhat surprisingly, Schwenk found that opinions about conflict varied V j_z"t7q
systematically as a function of the type of organization. Specifically, managers in )`m/vYKWL
not-for-profit organizations strongly believed that conflict was beneficial to their `Zz;[<*<
organizations and that it promoted higher quality decision making than might be _ud
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achieved in the absence of conflict. })ic@ Mmd$
Managers of for-profit organizations saw a different picture. They believed that ':T6m=yv
conflict generally was damaging and usually led to poor-quality decision making in 7p,!<X}%
their organizations. Schwenk interpreted these results in terms of the criteria for z%L\EP;o}
effective decision making suggested by the executives. In the profit-seeking {hKf
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organizations, decision-making effectiveness was most often assessed in financial .^uYr^( |[
terms. The executives believed that consensus rather than conflict enhanced financial X1lL@ `r.5
indicators.
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In the not-for-profit organizations, decision-making effectiveness was defined x^6sjfA W
from the perspective of satisfying constituents. Given the complexities and ,"4
ambiguities associated with satisfying many diverse constituents executives perceived VW\~O
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that conflict led to more considered and acceptable decisions. 1V 2"sE
31.In the eyes of the author, conventional opinion on conflict is________. KEvT."t
A) wrong E X,)MU
B) oversimplified [d,")Ng
C) misleading Kl
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D) unclear n/ - d56
注：文章第一句 5y|/}D>
32.Professor Charles R. Schwenk's research shows________. ,;-5 5|o\V
A) the advantages and disadvantages of conflict 9WsGoZP n
B) the real value of conflict {afR?3GK
C) the difficulty in determining the optimal level of conflict iK uSk~
D) the complexity of defining the roles of conflict 3_+$x 4
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注：文章第二段 ^H
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33.We can learn from Schwenk's research that________. w>$2
A) a person’s view of conflict is influenced by the purpose of his organization Q[N6# C:(4
B) conflict is necessary for managers of for-profit organizations gsp|?) ]x
C) different people resolve conflicts in different ways _,; |,
D) it is impossible for people to avoid conflict eZ~ZWb, %
注：文章第三段 ?-IjaDC}
34.The passage suggests that in for - profit organizations_______. X(Zo
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A) there is no end of conflict C@i4[g){
B) expression of different opinions is encouraged i0-zGEMB.
C) decisions must be justifiable i''[ u
D) success lies in general agreement 5w+X
注：文章第四段，justifiable 合法化 F7zB m53
35.People working in a not - for - profit organization________. qm1; ^j& y
A) seem to be difficult to satisfy 2|n~5\K|t
B) are free to express diverse opinions 5ZkMd !$y
C) are less effective in making decisions ,#P eK(
D) find it easier to reach agreement Z
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B C A D B
