第二篇 a0.XJR{T"
Conventional wisdom about conflict seems pretty much cut and dried. Too little HrGX-6`
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to @HI5 ; z
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark rY}ofq7b
creativity and motivate people in a healthy and competitive way. 6EY4@0%A
Recent research by Professor Charles R. Schwenk, however, suggests that the X;h~s:LM
optimal level of conflict may be more complex to determine than these simple ~ \P.gSiz
generalizations. He studied perceptions of conflict among a sample of executives. vaL-Mi( _
Some of the executives worked for profit-seeking organizations and others for *F0N'*
not-for-profit organizations. d
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Somewhat surprisingly, Schwenk found that opinions about conflict varied 2dfA}i> k
systematically as a function of the type of organization. Specifically, managers in )Pq.kn{Sp
not-for-profit organizations strongly believed that conflict was beneficial to their o;fQ,r P%
organizations and that it promoted higher quality decision making than might be 5 *_# "
achieved in the absence of conflict. @kw=0
Managers of for-profit organizations saw a different picture. They believed that }R^{< {KVJ
conflict generally was damaging and usually led to poor-quality decision making in wr`eBPu
their organizations. Schwenk interpreted these results in terms of the criteria for x>cu<,e$d\
effective decision making suggested by the executives. In the profit-seeking i+}M#Y-O
organizations, decision-making effectiveness was most often assessed in financial ;XT$rtuX
terms. The executives believed that consensus rather than conflict enhanced financial * 7C
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indicators. Eq
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In the not-for-profit organizations, decision-making effectiveness was defined =B 9 U
from the perspective of satisfying constituents. Given the complexities and lI9 3{!+>
ambiguities associated with satisfying many diverse constituents executives perceived y}A-o_u@cD
that conflict led to more considered and acceptable decisions. n):VuOjm
31.In the eyes of the author, conventional opinion on conflict is________. d=[ .
A) wrong c c:xT0Y
B) oversimplified Ae1},2py
C) misleading 5@Sb[
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D) unclear &A~ 1Q#4
注：文章第一句 Rzp-Q5@M Y
32.Professor Charles R. Schwenk's research shows________. @ B+];lr/-
A) the advantages and disadvantages of conflict tZJKB1#WbP
B) the real value of conflict !*p lK6a
C) the difficulty in determining the optimal level of conflict \>+gZc]an
D) the complexity of defining the roles of conflict <R2bz1!h.
注：文章第二段 d/e9LK
33.We can learn from Schwenk's research that________. * {uu_
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A) a person’s view of conflict is influenced by the purpose of his organization &kP>qTI^p~
B) conflict is necessary for managers of for-profit organizations Ou/{PK}
C) different people resolve conflicts in different ways k
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D) it is impossible for people to avoid conflict Xh
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注：文章第三段 cB|](gWS~
34.The passage suggests that in for - profit organizations_______. ~U`aH~R
A) there is no end of conflict ;(z0r_p<q
B) expression of different opinions is encouraged "F=O
C) decisions must be justifiable 'E9\V\bi
D) success lies in general agreement VP[ J#TPU
注：文章第四段，justifiable 合法化 ^s^X n QhE
35.People working in a not - for - profit organization________. ;#AV~Y-
s
A) seem to be difficult to satisfy LcQ \
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B) are free to express diverse opinions zH.7!jeE
C) are less effective in making decisions *edB3!!
D) find it easier to reach agreement nP] ~8ViS
B C A D B
