第二篇 W[`ybGR<
Conventional wisdom about conflict seems pretty much cut and dried. Too little KLG .?`h:
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to :O@n6%pSL
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark \6 APU7S
creativity and motivate people in a healthy and competitive way. [bo"!Qk%
Recent research by Professor Charles R. Schwenk, however, suggests that the sVP\EF 8PY
optimal level of conflict may be more complex to determine than these simple (O09HY:
generalizations. He studied perceptions of conflict among a sample of executives. >m%TUQ#%
Some of the executives worked for profit-seeking organizations and others for k:~UBs\)(
not-for-profit organizations. xo @|;Z>&F
Somewhat surprisingly, Schwenk found that opinions about conflict varied ;}S_ PnwC@
systematically as a function of the type of organization. Specifically, managers in t xnH~;(
not-for-profit organizations strongly believed that conflict was beneficial to their )q4nyT >M
organizations and that it promoted higher quality decision making than might be ,mCf{V ]#
achieved in the absence of conflict. #2Q%sE?
Managers of for-profit organizations saw a different picture. They believed that |SMigSu r`
conflict generally was damaging and usually led to poor-quality decision making in $?:IRgAr
their organizations. Schwenk interpreted these results in terms of the criteria for W6EEC<$JL
effective decision making suggested by the executives. In the profit-seeking 9%ct
organizations, decision-making effectiveness was most often assessed in financial w >
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terms. The executives believed that consensus rather than conflict enhanced financial W}D[9zo/
indicators. BBX/ &d8n
In the not-for-profit organizations, decision-making effectiveness was defined .':17 $c`H
from the perspective of satisfying constituents. Given the complexities and RmKbnS $*q
ambiguities associated with satisfying many diverse constituents executives perceived : Zq?V`+M
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________. T=V{3v@zs
A) wrong UDcr5u eKn
B) oversimplified ZZ!6O /M
C) misleading
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D) unclear E:\#Ur2
注：文章第一句 zKYN5|17
32.Professor Charles R. Schwenk's research shows________. FRPd
fo37
A) the advantages and disadvantages of conflict G6Wa0Z
B) the real value of conflict *E|3Vy{4
C) the difficulty in determining the optimal level of conflict =-P< v2|e
D) the complexity of defining the roles of conflict `N}'5{I
注：文章第二段 [["eK9 }0
33.We can learn from Schwenk's research that________. K;\f J2ag
A) a person’s view of conflict is influenced by the purpose of his organization >K%+h)%kI
B) conflict is necessary for managers of for-profit organizations Lq@uwiq!
C) different people resolve conflicts in different ways 65+2+p
D) it is impossible for people to avoid conflict fx^yC.$2
注：文章第三段 Ve"M8-{oKk
34.The passage suggests that in for - profit organizations_______. J<cY'?D
A) there is no end of conflict 8j ky-r
B) expression of different opinions is encouraged h2+"e# _
C) decisions must be justifiable RSjcOQ8&.w
D) success lies in general agreement O6q5qA
注：文章第四段，justifiable 合法化 kk
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35.People working in a not - for - profit organization________. YcS PU(
A) seem to be difficult to satisfy -3y
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B) are free to express diverse opinions 3Z}m5f`t
C) are less effective in making decisions S*ie$}ZX
D) find it easier to reach agreement ?*QL;[n1
B C A D B
