第二篇 R hWQ:l]
Conventional wisdom about conflict seems pretty much cut and dried. Too little qqDg2,Yb
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to -^&=I3bp
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 9QQ XB-
creativity and motivate people in a healthy and competitive way. ~aC ?M&
Recent research by Professor Charles R. Schwenk, however, suggests that the '-wmY?ZFxy
optimal level of conflict may be more complex to determine than these simple A?R`~*Q5
generalizations. He studied perceptions of conflict among a sample of executives. 2z>-H595az
Some of the executives worked for profit-seeking organizations and others for x0 j5D
not-for-profit organizations. G`!x+FB
Somewhat surprisingly, Schwenk found that opinions about conflict varied c5]Xqq,
systematically as a function of the type of organization. Specifically, managers in oR#W@OK@is
not-for-profit organizations strongly believed that conflict was beneficial to their 4`O[U#?
organizations and that it promoted higher quality decision making than might be ^s~)"2 g
achieved in the absence of conflict. 5 -i,Tx&:
Managers of for-profit organizations saw a different picture. They believed that ~J
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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 n;Bb/Z!~
effective decision making suggested by the executives. In the profit-seeking Q,?_;,I}
organizations, decision-making effectiveness was most often assessed in financial >n7h%c
terms. The executives believed that consensus rather than conflict enhanced financial 3.W[]zH/u
indicators. )KZMRAT-
In the not-for-profit organizations, decision-making effectiveness was defined !MoAga_
j
from the perspective of satisfying constituents. Given the complexities and BX _yC=S
ambiguities associated with satisfying many diverse constituents executives perceived s;A7:_z#7
that conflict led to more considered and acceptable decisions. @$
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31.In the eyes of the author, conventional opinion on conflict is________. h,/Aq
A) wrong a RTy=~
B) oversimplified FJn-cR.n
C) misleading =$ OGHc
D) unclear Nu7>G
注：文章第一句 h$5[ 04.Q
32.Professor Charles R. Schwenk's research shows________. y[N0P0r l:
A) the advantages and disadvantages of conflict EE 9w^.3a
B) the real value of conflict 8 a]'G)(ts
C) the difficulty in determining the optimal level of conflict l"ms:v
D) the complexity of defining the roles of conflict J~ %43!X\K
注：文章第二段 ;6/WjUDw<|
33.We can learn from Schwenk's research that________. !hVbx#bXl
A) a person’s view of conflict is influenced by the purpose of his organization 96w2 qgc2
B) conflict is necessary for managers of for-profit organizations 0?54 8yH
C) different people resolve conflicts in different ways :k \#=u(
D) it is impossible for people to avoid conflict K]|Ud No
注：文章第三段 G*IP?c>=
34.The passage suggests that in for - profit organizations_______. 0+SDFh
A) there is no end of conflict a&>NuMDI
B) expression of different opinions is encouraged tp`1S+'~j
C) decisions must be justifiable u1meys a{0
D) success lies in general agreement )$] lf }
注：文章第四段，justifiable 合法化 sD3ZZcy|=
35.People working in a not - for - profit organization________. v+LJx
A) seem to be difficult to satisfy CH 6 m
B) are free to express diverse opinions *}\M!u{J
C) are less effective in making decisions ~5,^CTA M
D) find it easier to reach agreement X +!+&RAN*
B C A D B
