第二篇 4S *,\ q]q
Conventional wisdom about conflict seems pretty much cut and dried. Too little } 21j
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 2;N@aZX
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark $ly0h
W
creativity and motivate people in a healthy and competitive way. t ]TyXA r~
Recent research by Professor Charles R. Schwenk, however, suggests that the ]M4NpU M
optimal level of conflict may be more complex to determine than these simple YIDg'a+z
generalizations. He studied perceptions of conflict among a sample of executives. zeTsz T)
Some of the executives worked for profit-seeking organizations and others for Y MAQ+A !
not-for-profit organizations. glor+
Somewhat surprisingly, Schwenk found that opinions about conflict varied D _aR\
systematically as a function of the type of organization. Specifically, managers in Gj`f--
2GE
not-for-profit organizations strongly believed that conflict was beneficial to their n|]N7 b'
organizations and that it promoted higher quality decision making than might be
z^~U]S
3
achieved in the absence of conflict. +{xG<Wkltz
Managers of for-profit organizations saw a different picture. They believed that FR' b `Xv:
conflict generally was damaging and usually led to poor-quality decision making in )[DpK=[N^p
their organizations. Schwenk interpreted these results in terms of the criteria for |E|T%i^}./
effective decision making suggested by the executives. In the profit-seeking gDh l-
organizations, decision-making effectiveness was most often assessed in financial HWR & C
terms. The executives believed that consensus rather than conflict enhanced financial *eoq=,O
indicators. Isp_U5M
In the not-for-profit organizations, decision-making effectiveness was defined ok=40B99T
from the perspective of satisfying constituents. Given the complexities and g _x\T
+=
ambiguities associated with satisfying many diverse constituents executives perceived (lb`#TTG
x
that conflict led to more considered and acceptable decisions. WFpl1O73
31.In the eyes of the author, conventional opinion on conflict is________. />!!ch
A) wrong Deog4Ol"/
B) oversimplified ;;6\q!7`
C) misleading 9 H8=eJd
D) unclear 4Qhx[Hv>(
注：文章第一句 S r[IoF)
32.Professor Charles R. Schwenk's research shows________. DlS&qFs
A) the advantages and disadvantages of conflict %)dI2 J^Xf
B) the real value of conflict 7ozYq_ $
C) the difficulty in determining the optimal level of conflict "
j
+v,js
D) the complexity of defining the roles of conflict ;_w MW l0F
注：文章第二段 $;ch82UiX
33.We can learn from Schwenk's research that________. TVj1C
A) a person’s view of conflict is influenced by the purpose of his organization &F86SrsI
B) conflict is necessary for managers of for-profit organizations hx P6C6S
C) different people resolve conflicts in different ways TLX^~W[gOm
D) it is impossible for people to avoid conflict i$g|?g~]
注：文章第三段 9c:5t'Qt5.
34.The passage suggests that in for - profit organizations_______. cyDiA(ot&
A) there is no end of conflict _RgxKp/d
B) expression of different opinions is encouraged |@OJ~5H/{
C) decisions must be justifiable "C?:T'dW
D) success lies in general agreement R+k=Ea&x
注：文章第四段，justifiable 合法化 y}Ck zD
35.People working in a not - for - profit organization________. 6_p D e
A) seem to be difficult to satisfy T27:"LVw
B) are free to express diverse opinions !Jh*a *I}
C) are less effective in making decisions %+
/f'6kR
D) find it easier to reach agreement yo'q[YtP'
B C A D B
