第二篇 #cdrobJ
Conventional wisdom about conflict seems pretty much cut and dried. Too little g*%z{w
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to $7
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark ]
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creativity and motivate people in a healthy and competitive way. \[yg f6#[
Recent research by Professor Charles R. Schwenk, however, suggests that the eemw
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optimal level of conflict may be more complex to determine than these simple waRK$ /b
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generalizations. He studied perceptions of conflict among a sample of executives. o{r<=X ysM
Some of the executives worked for profit-seeking organizations and others for ]R?{9H|jwE
not-for-profit organizations. yNU.<d 5
Somewhat surprisingly, Schwenk found that opinions about conflict varied !]*Cwbh.
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systematically as a function of the type of organization. Specifically, managers in pB0p?D)n
not-for-profit organizations strongly believed that conflict was beneficial to their SSo7
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organizations and that it promoted higher quality decision making than might be X" m0||
achieved in the absence of conflict. AAW])c`.
Managers of for-profit organizations saw a different picture. They believed that aTL u7C\-e
conflict generally was damaging and usually led to poor-quality decision making in m]Gxep0%
their organizations. Schwenk interpreted these results in terms of the criteria for kVeR{i<*(
effective decision making suggested by the executives. In the profit-seeking 2>+(OL4l
organizations, decision-making effectiveness was most often assessed in financial [Zxv&$SQ
terms. The executives believed that consensus rather than conflict enhanced financial l.nd Wv
indicators. 0 * ^>/*
In the not-for-profit organizations, decision-making effectiveness was defined
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from the perspective of satisfying constituents. Given the complexities and Qo$j'|lD
ambiguities associated with satisfying many diverse constituents executives perceived :tf'Gw6v
that conflict led to more considered and acceptable decisions.
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31.In the eyes of the author, conventional opinion on conflict is________. X 7R&>Pf
A) wrong RIdh],-
B) oversimplified AEd]nVV Q
C) misleading mJNw<T4!/
D) unclear Aw$+Ew[8 2
注：文章第一句 9T#${NK
32.Professor Charles R. Schwenk's research shows________. ?
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A) the advantages and disadvantages of conflict zv bO
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B) the real value of conflict 6^ e}^~|
C) the difficulty in determining the optimal level of conflict /*2)|2w
D) the complexity of defining the roles of conflict F}~qTF;H
注：文章第二段 dym K @
33.We can learn from Schwenk's research that________. 4$+1&+@ ]
A) a person’s view of conflict is influenced by the purpose of his organization 19b@QgfWpb
B) conflict is necessary for managers of for-profit organizations =Hbf()cN)
C) different people resolve conflicts in different ways |Kb
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D) it is impossible for people to avoid conflict gA }?X
注：文章第三段 }qT{" *SC
34.The passage suggests that in for - profit organizations_______. JNv@MJb}
A) there is no end of conflict %xrldn%
B) expression of different opinions is encouraged 9ZNzC
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C) decisions must be justifiable H<3:1*E
D) success lies in general agreement SQ&}18Z~
注：文章第四段，justifiable 合法化 xXlx}C
35.People working in a not - for - profit organization________. 8<Pi}RH
A) seem to be difficult to satisfy R"j<C13;%
B) are free to express diverse opinions *zQhTYY
C) are less effective in making decisions aLl=L_
D) find it easier to reach agreement %(|-+cLW+
B C A D B
