第二篇 jRc#>;dN
Conventional wisdom about conflict seems pretty much cut and dried. Too little *1Q?~
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 6W
Zp&pO
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Sq>UMfl&
creativity and motivate people in a healthy and competitive way. 8pk">"#s
Recent research by Professor Charles R. Schwenk, however, suggests that the ]vMft?
optimal level of conflict may be more complex to determine than these simple hrK^oa_[W
generalizations. He studied perceptions of conflict among a sample of executives. 3@*8\
Some of the executives worked for profit-seeking organizations and others for _nUuiB>
not-for-profit organizations. Y !zlte|P
Somewhat surprisingly, Schwenk found that opinions about conflict varied =UN: IzT
systematically as a function of the type of organization. Specifically, managers in [PT}!X7h
not-for-profit organizations strongly believed that conflict was beneficial to their qI9 BAs1~}
organizations and that it promoted higher quality decision making than might be XOMWqQr|
achieved in the absence of conflict. cqDnZ`|6
Managers of for-profit organizations saw a different picture. They believed that dL>ZL1.$
conflict generally was damaging and usually led to poor-quality decision making in +FI]0r
their organizations. Schwenk interpreted these results in terms of the criteria for xp =
]J UQ
effective decision making suggested by the executives. In the profit-seeking FsjblB3?E
organizations, decision-making effectiveness was most often assessed in financial L-yC 'C
terms. The executives believed that consensus rather than conflict enhanced financial <pCZ+Yv E"
indicators. uP.3(n[&
In the not-for-profit organizations, decision-making effectiveness was defined Em;zi.Y+V
from the perspective of satisfying constituents. Given the complexities and iM-@?!WF
ambiguities associated with satisfying many diverse constituents executives perceived hz!.|U@,{<
that conflict led to more considered and acceptable decisions. 8l6R.l
31.In the eyes of the author, conventional opinion on conflict is________. :|bPr_&U$
A) wrong %Vg R *
B) oversimplified 6B=J*8
Hs
C) misleading ~O!v?2it8q
D) unclear YC{od5a
注：文章第一句 nL9m{$Zv
32.Professor Charles R. Schwenk's research shows________. 0=NB[eG
A) the advantages and disadvantages of conflict ?o2L
B) the real value of conflict b@Fa| >"_
C) the difficulty in determining the optimal level of conflict :^K|u^_>P
D) the complexity of defining the roles of conflict 72aj4k]^
注：文章第二段 i9Qx {f88
33.We can learn from Schwenk's research that________. AyddkjX
A) a person’s view of conflict is influenced by the purpose of his organization mU;TB%#)
B) conflict is necessary for managers of for-profit organizations HghNI
C) different people resolve conflicts in different ways E$gcd#rT
D) it is impossible for people to avoid conflict /p~gm\5Z
注：文章第三段 a !;?!f-i
34.The passage suggests that in for - profit organizations_______. F[LBQI`zq
A) there is no end of conflict HA| YLj?|g
B) expression of different opinions is encouraged mD tD7FzJ
C) decisions must be justifiable N/(&&\3
D) success lies in general agreement e tY9Pq
注：文章第四段，justifiable 合法化 #,
Rmu
35.People working in a not - for - profit organization________. dAR):ZKq?
A) seem to be difficult to satisfy
1N2s[ \q$
B) are free to express diverse opinions _rOKif?5
C) are less effective in making decisions DJhi>!xJ
D) find it easier to reach agreement \59+JLmP4
B C A D B
