第二篇 s^& Oh*SP*
Conventional wisdom about conflict seems pretty much cut and dried. Too little ~[N"Q|D3Y
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to w'r?)WW$
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 7A,l Q h
creativity and motivate people in a healthy and competitive way. B=< Z@u
Recent research by Professor Charles R. Schwenk, however, suggests that the > N bb0T
optimal level of conflict may be more complex to determine than these simple 2{J ohqf
generalizations. He studied perceptions of conflict among a sample of executives. W'xJh0o
Some of the executives worked for profit-seeking organizations and others for *.,G;EC ^
not-for-profit organizations. <E&8g[x6
Somewhat surprisingly, Schwenk found that opinions about conflict varied , _iR
systematically as a function of the type of organization. Specifically, managers in LkwjEJQf
not-for-profit organizations strongly believed that conflict was beneficial to their lP;X=X>
organizations and that it promoted higher quality decision making than might be !7>~=n_,L.
achieved in the absence of conflict. RG8Ek"D@
Managers of for-profit organizations saw a different picture. They believed that DkA@KS1Dq
conflict generally was damaging and usually led to poor-quality decision making in s#*
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their organizations. Schwenk interpreted these results in terms of the criteria for L5R
Be
effective decision making suggested by the executives. In the profit-seeking v?L`aj1ox
organizations, decision-making effectiveness was most often assessed in financial tj1M1s|a
terms. The executives believed that consensus rather than conflict enhanced financial Q1
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indicators. )Kbz gmLr
In the not-for-profit organizations, decision-making effectiveness was defined aWk1D.
from the perspective of satisfying constituents. Given the complexities and r YfN
ambiguities associated with satisfying many diverse constituents executives perceived K)&oDw k
that conflict led to more considered and acceptable decisions. .Gcs/PN
31.In the eyes of the author, conventional opinion on conflict is________. N aa
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A) wrong n:P++ ^ j
B) oversimplified mGC! 7^_D`
C) misleading QT)5-Jy
D) unclear @UwDsx&2(t
注：文章第一句 g+pj1ycw/
32.Professor Charles R. Schwenk's research shows________. 7\<}378/^
A) the advantages and disadvantages of conflict vD9 1t/_+
B) the real value of conflict 8-g eBlCE,
C) the difficulty in determining the optimal level of conflict @A
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D) the complexity of defining the roles of conflict "yG*Kh7ur
注：文章第二段 u?V
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33.We can learn from Schwenk's research that________. Jf3xK"in
A) a person’s view of conflict is influenced by the purpose of his organization
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B) conflict is necessary for managers of for-profit organizations bo_Tp~ j
C) different people resolve conflicts in different ways lr~c w#h*
D) it is impossible for people to avoid conflict Kq&JvY^
注：文章第三段 @mm~i~~KA
34.The passage suggests that in for - profit organizations_______. iT,Ya-9"
A) there is no end of conflict met`f0jw
B) expression of different opinions is encouraged ~0T
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C) decisions must be justifiable wdLl Q D
D) success lies in general agreement = 2R0 g2n
注：文章第四段，justifiable 合法化 up
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35.People working in a not - for - profit organization________. r NT>{
A) seem to be difficult to satisfy TBu[3X%
B) are free to express diverse opinions +H6
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C) are less effective in making decisions ;(0|2I'"
D) find it easier to reach agreement WEsX+okj
B C A D B
