第二篇 %("Bq"Q8
Conventional wisdom about conflict seems pretty much cut and dried. Too little J#0oL_xY#
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ,=9e]pQ
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark &~u=vuX
creativity and motivate people in a healthy and competitive way. Z(S=2r.
Recent research by Professor Charles R. Schwenk, however, suggests that the 2> .2H
optimal level of conflict may be more complex to determine than these simple #nE%.k|R~
generalizations. He studied perceptions of conflict among a sample of executives. FA.h ?yfr
Some of the executives worked for profit-seeking organizations and others for ;B Eg"cm
not-for-profit organizations. ] y'/7U+
Somewhat surprisingly, Schwenk found that opinions about conflict varied b[^=GF>e
systematically as a function of the type of organization. Specifically, managers in gz K"'4`
not-for-profit organizations strongly believed that conflict was beneficial to their wp!< u
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organizations and that it promoted higher quality decision making than might be 9 59i2z
achieved in the absence of conflict. jhWNMu
Managers of for-profit organizations saw a different picture. They believed that C
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conflict generally was damaging and usually led to poor-quality decision making in 3dnL\AqC
their organizations. Schwenk interpreted these results in terms of the criteria for JD^&d~n_
effective decision making suggested by the executives. In the profit-seeking }57 w E$9K
organizations, decision-making effectiveness was most often assessed in financial o 0~ +%&
terms. The executives believed that consensus rather than conflict enhanced financial ~-,P1 u!
indicators. !*:Zcg?7n
In the not-for-profit organizations, decision-making effectiveness was defined g1Q
^x/
from the perspective of satisfying constituents. Given the complexities and [?<"SJ ,`
ambiguities associated with satisfying many diverse constituents executives perceived ny5 =
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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________. yA%(!v5UT
A) wrong -{>Nrx|
B) oversimplified MOJ-q3H^W
C) misleading
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D) unclear &0O1tM*v
注：文章第一句 b|T }mn
32.Professor Charles R. Schwenk's research shows________. +[9~ta|j
A) the advantages and disadvantages of conflict Ga-AhP
B) the real value of conflict /xjHzva^ w
C) the difficulty in determining the optimal level of conflict >JFAE5tj&2
D) the complexity of defining the roles of conflict hu -fwBK
注：文章第二段 \oPW
33.We can learn from Schwenk's research that________. [{_JO+)+n
A) a person’s view of conflict is influenced by the purpose of his organization yzhr"5_
B) conflict is necessary for managers of for-profit organizations y & \ J
C) different people resolve conflicts in different ways -OZRSjmY
D) it is impossible for people to avoid conflict od |w)?16
注：文章第三段 x~ xaE*
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34.The passage suggests that in for - profit organizations_______. TuphCu+Oh
A) there is no end of conflict -IJt( X|
B) expression of different opinions is encouraged mq~7v1kw
C) decisions must be justifiable De[!^/f;T
D) success lies in general agreement L <Q1acoZm
注：文章第四段，justifiable 合法化 K z !-w
35.People working in a not - for - profit organization________. .eW}@1+[;
A) seem to be difficult to satisfy &|xN=U/
B) are free to express diverse opinions o[^% 0uVF
C) are less effective in making decisions bT>%
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D) find it easier to reach agreement -MoI {3a
B C A D B
