第二篇 8=u+BDG
Conventional wisdom about conflict seems pretty much cut and dried. Too little /I`!i K
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 2*3B~"
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark %^)Ja EUC
creativity and motivate people in a healthy and competitive way. Eze DShN=J
Recent research by Professor Charles R. Schwenk, however, suggests that the ;^*+:e
optimal level of conflict may be more complex to determine than these simple , L AJ
generalizations. He studied perceptions of conflict among a sample of executives.
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Some of the executives worked for profit-seeking organizations and others for DftGy:Ah3
not-for-profit organizations. g}s-v?+
Somewhat surprisingly, Schwenk found that opinions about conflict varied WPh |~]by<
systematically as a function of the type of organization. Specifically, managers in k(v Ep ]
not-for-profit organizations strongly believed that conflict was beneficial to their W@uH!n>k
organizations and that it promoted higher quality decision making than might be 0;m $ a=
achieved in the absence of conflict. 1Ag ;s
Managers of for-profit organizations saw a different picture. They believed that 8bKWIN g_n
conflict generally was damaging and usually led to poor-quality decision making in <PuB3PEvV
their organizations. Schwenk interpreted these results in terms of the criteria for 8BoT%kVeJv
effective decision making suggested by the executives. In the profit-seeking h1 UlLy 8
organizations, decision-making effectiveness was most often assessed in financial PU/Br;2A
terms. The executives believed that consensus rather than conflict enhanced financial ?}lp o; $
indicators. e 7)%=F/ )
In the not-for-profit organizations, decision-making effectiveness was defined (gJ
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from the perspective of satisfying constituents. Given the complexities and 2ZzD^:V[}
ambiguities associated with satisfying many diverse constituents executives perceived "!_
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that conflict led to more considered and acceptable decisions. la"A$Tbu~
31.In the eyes of the author, conventional opinion on conflict is________. >a`zkl
A) wrong qer
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B) oversimplified :`"T Eif
C) misleading oJ; O>J@c
D) unclear 'Tan 6 Qa
注：文章第一句 V]PhX VJ
32.Professor Charles R. Schwenk's research shows________. He_(JXTP
A) the advantages and disadvantages of conflict ,5
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B) the real value of conflict {'Qk>G
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C) the difficulty in determining the optimal level of conflict )s7 Tv#[
D) the complexity of defining the roles of conflict 08n%%
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注：文章第二段 SUi1*S
33.We can learn from Schwenk's research that________. zam0(^=
A) a person’s view of conflict is influenced by the purpose of his organization !m:PBl5
B) conflict is necessary for managers of for-profit organizations ;gu>; _
C) different people resolve conflicts in different ways #vZ]2Ud= 2
D) it is impossible for people to avoid conflict J ]^gF|
注：文章第三段 l|tp0[
34.The passage suggests that in for - profit organizations_______. 8cPf 0p:
A) there is no end of conflict a.
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B) expression of different opinions is encouraged 0B:{4Lsn&
C) decisions must be justifiable <[f2ZS6
D) success lies in general agreement \V-
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注：文章第四段，justifiable 合法化 >W]"a 3E
35.People working in a not - for - profit organization________. /ZN5WK
A) seem to be difficult to satisfy 0]w[wc
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B) are free to express diverse opinions Ri6 br
C) are less effective in making decisions * >*/|
D) find it easier to reach agreement ; Kb[UZ 1
B C A D B
