第二篇 hkxZ=l
Conventional wisdom about conflict seems pretty much cut and dried. Too little CSs6V m!=
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to N"{o3QmA
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark AJ}Q,E
creativity and motivate people in a healthy and competitive way. tIw4V^'|
Recent research by Professor Charles R. Schwenk, however, suggests that the bHNaaif} P
optimal level of conflict may be more complex to determine than these simple k[m-"I%ZFX
generalizations. He studied perceptions of conflict among a sample of executives. R(fR1
Some of the executives worked for profit-seeking organizations and others for y.2 SHn0
not-for-profit organizations. ~ ]Jfg$'
Somewhat surprisingly, Schwenk found that opinions about conflict varied J)_ 42Z
systematically as a function of the type of organization. Specifically, managers in aMWN Zv
not-for-profit organizations strongly believed that conflict was beneficial to their 4{=Em5`HbO
organizations and that it promoted higher quality decision making than might be o^_am>h
achieved in the absence of conflict. ;8UHPDnst
Managers of for-profit organizations saw a different picture. They believed that #Bjnz$KB
conflict generally was damaging and usually led to poor-quality decision making in XR(kR{yo
their organizations. Schwenk interpreted these results in terms of the criteria for j~0hAKHG
effective decision making suggested by the executives. In the profit-seeking .'M]cN ~
organizations, decision-making effectiveness was most often assessed in financial K AGq\7
terms. The executives believed that consensus rather than conflict enhanced financial L` BLkDm
indicators. b~-9u5.L1
In the not-for-profit organizations, decision-making effectiveness was defined Om*Dy}
from the perspective of satisfying constituents. Given the complexities and }j
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ambiguities associated with satisfying many diverse constituents executives perceived 8in8_/x
that conflict led to more considered and acceptable decisions. Ru/3 >n
31.In the eyes of the author, conventional opinion on conflict is________. YGB|6p(
A) wrong Y (Q8P{@(
B) oversimplified |
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C) misleading c`Tg xMu
D) unclear nZ]d[
注：文章第一句 oPi)#|jcb
32.Professor Charles R. Schwenk's research shows________. k~R_Pq
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A) the advantages and disadvantages of conflict -<.>jX
B) the real value of conflict >PTq5pk
C) the difficulty in determining the optimal level of conflict ]0o78(/w2
D) the complexity of defining the roles of conflict fYpy5vc-dm
注：文章第二段 |yS4um(w
33.We can learn from Schwenk's research that________. 0@2%pIq\
A) a person’s view of conflict is influenced by the purpose of his organization ,ua]h8
B) conflict is necessary for managers of for-profit organizations xZ .:H&0G
C) different people resolve conflicts in different ways 7l?-2I'c
D) it is impossible for people to avoid conflict :wMZ&xERDZ
注：文章第三段 3N?uY2
34.The passage suggests that in for - profit organizations_______. ]:F]VRPT
A) there is no end of conflict { aU~[5L3(
B) expression of different opinions is encouraged `":< ]lj
C) decisions must be justifiable |>m@]s7Z
D) success lies in general agreement .iw+ #
注：文章第四段，justifiable 合法化 I\": L
35.People working in a not - for - profit organization________. B<i1UJ 5
A) seem to be difficult to satisfy WFTTBUoH
B) are free to express diverse opinions ?=aQG0
C) are less effective in making decisions M^H357r%
D) find it easier to reach agreement j
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B C A D B
