第二篇 jo{GPp}
Conventional wisdom about conflict seems pretty much cut and dried. Too little Aw9^}k}UfD
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to wgzjuTqwBF
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark QZt/Rm>W0
creativity and motivate people in a healthy and competitive way. p24sWDf
Recent research by Professor Charles R. Schwenk, however, suggests that the @6}c\z@AxM
optimal level of conflict may be more complex to determine than these simple kM] ?
generalizations. He studied perceptions of conflict among a sample of executives. U#d&#",s
Some of the executives worked for profit-seeking organizations and others for &hyr""NkAm
not-for-profit organizations. x_bS-B)%Y:
Somewhat surprisingly, Schwenk found that opinions about conflict varied G5b i,^G7
systematically as a function of the type of organization. Specifically, managers in o&fAnpia=
not-for-profit organizations strongly believed that conflict was beneficial to their r3_ @ L>;
organizations and that it promoted higher quality decision making than might be nWmc
achieved in the absence of conflict. !
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Managers of for-profit organizations saw a different picture. They believed that rsOon2|
conflict generally was damaging and usually led to poor-quality decision making in }g5h"N\$o
their organizations. Schwenk interpreted these results in terms of the criteria for l3b$b% 0'
effective decision making suggested by the executives. In the profit-seeking E/
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organizations, decision-making effectiveness was most often assessed in financial - :*PXu
terms. The executives believed that consensus rather than conflict enhanced financial |Tf}8e
indicators. =36vsps=
In the not-for-profit organizations, decision-making effectiveness was defined \,ir]e,1
from the perspective of satisfying constituents. Given the complexities and 9 k& lq$
ambiguities associated with satisfying many diverse constituents executives perceived ol :,02E&
that conflict led to more considered and acceptable decisions. `-qSvjX
31.In the eyes of the author, conventional opinion on conflict is________. & CCB;Oi%
A) wrong >.\G/'\?
B) oversimplified #xm<|s
C) misleading _ZC4O&fL
D) unclear Ajs<a(,6
注：文章第一句 NnGQ=$e
32.Professor Charles R. Schwenk's research shows________. @@' zMV%
A) the advantages and disadvantages of conflict *x)WF;(]g
B) the real value of conflict eP
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C) the difficulty in determining the optimal level of conflict 0{gvd"q
D) the complexity of defining the roles of conflict nxA]EFS
注：文章第二段 F, %qG,
33.We can learn from Schwenk's research that________. } sd-X`lZ
A) a person’s view of conflict is influenced by the purpose of his organization `P)1RTVx
B) conflict is necessary for managers of for-profit organizations [o*u!2 r
C) different people resolve conflicts in different ways p%]* I ?
D) it is impossible for people to avoid conflict z%`Tf&UL
注：文章第三段 RR75ke[Hs
34.The passage suggests that in for - profit organizations_______. [j
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A) there is no end of conflict ^.nvX{H8~=
B) expression of different opinions is encouraged N+"Y@X yg
C) decisions must be justifiable jE&kN$.7 j
D) success lies in general agreement F,11 \j
注：文章第四段，justifiable 合法化 ( X)$ 8y
35.People working in a not - for - profit organization________.
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A) seem to be difficult to satisfy <{[AG3/Zj4
B) are free to express diverse opinions one^XYy1%
C) are less effective in making decisions F$ZWQ9&5U0
D) find it easier to reach agreement -=Q _E^'
B C A D B
