第二篇 l }i
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Conventional wisdom about conflict seems pretty much cut and dried. Too little P 1Z+XRWOM
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to w1je |Oil
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark ].j;d2xT\
creativity and motivate people in a healthy and competitive way. j5,vSh~q;'
Recent research by Professor Charles R. Schwenk, however, suggests that the u H}cvshv
optimal level of conflict may be more complex to determine than these simple J8T?=% ?=
generalizations. He studied perceptions of conflict among a sample of executives. l Jfn3
Some of the executives worked for profit-seeking organizations and others for 1?6;Oc^
not-for-profit organizations. f\ wP}c'
Somewhat surprisingly, Schwenk found that opinions about conflict varied nH#|]gVI
systematically as a function of the type of organization. Specifically, managers in c({V[eGY
not-for-profit organizations strongly believed that conflict was beneficial to their ?3Ytn+Py
organizations and that it promoted higher quality decision making than might be }=':)?'-.
achieved in the absence of conflict. !18M!8Xea
Managers of for-profit organizations saw a different picture. They believed that :<
conflict generally was damaging and usually led to poor-quality decision making in GgoPwl#{
their organizations. Schwenk interpreted these results in terms of the criteria for zqaz1rt[
effective decision making suggested by the executives. In the profit-seeking io[$QTY
organizations, decision-making effectiveness was most often assessed in financial j
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terms. The executives believed that consensus rather than conflict enhanced financial \;z *j|;B
indicators. [>IAS>
In the not-for-profit organizations, decision-making effectiveness was defined : GZx-
from the perspective of satisfying constituents. Given the complexities and nQ/R,+6h
ambiguities associated with satisfying many diverse constituents executives perceived 8._
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that conflict led to more considered and acceptable decisions. }{J5)\s9
31.In the eyes of the author, conventional opinion on conflict is________. 6d G:3n}
A) wrong 0-ISOA&
B) oversimplified =K6aiP$Ft
C) misleading x
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D) unclear
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注：文章第一句 ]]\\Y|0
32.Professor Charles R. Schwenk's research shows________. STDT]3.
A) the advantages and disadvantages of conflict Jww LA Q5
B) the real value of conflict kKU,|> 3h
C) the difficulty in determining the optimal level of conflict gpB pG
D) the complexity of defining the roles of conflict ,O[HX? >
注：文章第二段 I`?6>Z+%)
33.We can learn from Schwenk's research that________. ;VY0DAp{
A) a person’s view of conflict is influenced by the purpose of his organization Xsvf@/]U
B) conflict is necessary for managers of for-profit organizations xn49[T
C) different people resolve conflicts in different ways c$.h]&~dN
D) it is impossible for people to avoid conflict zJn F#G
注：文章第三段 vf=b5s(7Q
34.The passage suggests that in for - profit organizations_______. I:4m]q b
A) there is no end of conflict xEt". K
B) expression of different opinions is encouraged VKcO]_W1
C) decisions must be justifiable y\]~S2}G
D) success lies in general agreement %
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注：文章第四段，justifiable 合法化 K3QE>@']
35.People working in a not - for - profit organization________. !,f{I5/
A) seem to be difficult to satisfy :x*|?zII
B) are free to express diverse opinions N=e-"8
C) are less effective in making decisions 0_d, sC?V
D) find it easier to reach agreement `N8?F3>
B C A D B
