第二篇 CYN|
Conventional wisdom about conflict seems pretty much cut and dried. Too little lag%} ^
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to V
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark ( T2 \
creativity and motivate people in a healthy and competitive way. W=
$, \D+
Recent research by Professor Charles R. Schwenk, however, suggests that the vrvOPLiQ
optimal level of conflict may be more complex to determine than these simple #N `Z)}Jm
generalizations. He studied perceptions of conflict among a sample of executives. @wO X</_g
Some of the executives worked for profit-seeking organizations and others for :/FT>UCL
not-for-profit organizations. 5<L+T
Somewhat surprisingly, Schwenk found that opinions about conflict varied +umV l
systematically as a function of the type of organization. Specifically, managers in B&c*KaK;~
not-for-profit organizations strongly believed that conflict was beneficial to their *9xv0hRQ%?
organizations and that it promoted higher quality decision making than might be e khx?rz
achieved in the absence of conflict. /l$>W<}@
Managers of for-profit organizations saw a different picture. They believed that G ,JNUok
conflict generally was damaging and usually led to poor-quality decision making in AF-uTf
their organizations. Schwenk interpreted these results in terms of the criteria for }o MY
effective decision making suggested by the executives. In the profit-seeking khtYn.eaL
organizations, decision-making effectiveness was most often assessed in financial q3-V_~5^/z
terms. The executives believed that consensus rather than conflict enhanced financial @`
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indicators. !L_\6;aP,x
In the not-for-profit organizations, decision-making effectiveness was defined b Cl MM
from the perspective of satisfying constituents. Given the complexities and CP!>V:w%9!
ambiguities associated with satisfying many diverse constituents executives perceived WaYT7 :
that conflict led to more considered and acceptable decisions. ]Sgc 42hk
31.In the eyes of the author, conventional opinion on conflict is________. _0(
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A) wrong ^&6'F E
B) oversimplified Auz.we s
C) misleading OfSHZ;,
D) unclear iI(7{$y
注：文章第一句 '8b/TL
32.Professor Charles R. Schwenk's research shows________.
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A) the advantages and disadvantages of conflict }^ n p
B) the real value of conflict PtT=HvP!k
C) the difficulty in determining the optimal level of conflict sHSD`mYq
D) the complexity of defining the roles of conflict 3
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注：文章第二段
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33.We can learn from Schwenk's research that________. HX77XT y
A) a person’s view of conflict is influenced by the purpose of his organization /X_g[*]?
B) conflict is necessary for managers of for-profit organizations _b8?_Zq
C) different people resolve conflicts in different ways toCxY+"nbU
D) it is impossible for people to avoid conflict u d V. $N
注：文章第三段 ?4 fXCb]7
34.The passage suggests that in for - profit organizations_______. RN3-:Zd_X
A) there is no end of conflict C \B&'+uR
B) expression of different opinions is encouraged VdZmrq;?/
C) decisions must be justifiable Uz`K#Bz
D) success lies in general agreement P~5[.6gW
注：文章第四段，justifiable 合法化 !5;A.f
35.People working in a not - for - profit organization________. "#a_--"k9
A) seem to be difficult to satisfy ?{OB+f}Mo
B) are free to express diverse opinions .%(Q*ioDh
C) are less effective in making decisions k9ThWo/#u
D) find it easier to reach agreement T7!"gJ
B C A D B
