第二篇 #Qc[W +%
Conventional wisdom about conflict seems pretty much cut and dried. Too little `,Q
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to )-#%
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark ( )v[@"J
creativity and motivate people in a healthy and competitive way. J %jf uj
Recent research by Professor Charles R. Schwenk, however, suggests that the IfeG"ua|
optimal level of conflict may be more complex to determine than these simple ]IXKoJUf
generalizations. He studied perceptions of conflict among a sample of executives. <a2t"rc
Some of the executives worked for profit-seeking organizations and others for Xoml
not-for-profit organizations. 1Jc-hrN-
Somewhat surprisingly, Schwenk found that opinions about conflict varied 5R?iTB1,
systematically as a function of the type of organization. Specifically, managers in ,* ?bET
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not-for-profit organizations strongly believed that conflict was beneficial to their Sb> ;k(;`:
organizations and that it promoted higher quality decision making than might be + B%fp*
achieved in the absence of conflict. ko@I]gi2
Managers of for-profit organizations saw a different picture. They believed that 3X89mIDr
conflict generally was damaging and usually led to poor-quality decision making in m[! t 7e
their organizations. Schwenk interpreted these results in terms of the criteria for [IF3 ,C
effective decision making suggested by the executives. In the profit-seeking <tMiI )0%
organizations, decision-making effectiveness was most often assessed in financial |L.QIr,jCC
terms. The executives believed that consensus rather than conflict enhanced financial {tk42}8k
indicators. {[61LQ6V9
In the not-for-profit organizations, decision-making effectiveness was defined :R{Xd{?
from the perspective of satisfying constituents. Given the complexities and "
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ambiguities associated with satisfying many diverse constituents executives perceived us"S
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that conflict led to more considered and acceptable decisions. NjMbQ M4
31.In the eyes of the author, conventional opinion on conflict is________. =<y$5"|
A) wrong `XB( d@%
B) oversimplified 8TD:~ee
C) misleading fJn;|'H!
D) unclear ea3AcT6
注：文章第一句 ^j[>.D
32.Professor Charles R. Schwenk's research shows________. 36@ )a5
A) the advantages and disadvantages of conflict m%m/#\J E
B) the real value of conflict QK&<im-
C) the difficulty in determining the optimal level of conflict (zwxrOS
D) the complexity of defining the roles of conflict 8&qCH>Cf
注：文章第二段 ]QJLES
33.We can learn from Schwenk's research that________. 2shr&M fp[
A) a person’s view of conflict is influenced by the purpose of his organization UN'hnqC
B) conflict is necessary for managers of for-profit organizations _FeLSk.
C) different people resolve conflicts in different ways m4<8v
D) it is impossible for people to avoid conflict ,v4Z[ (
注：文章第三段 <8|vj 2d2
34.The passage suggests that in for - profit organizations_______. K
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A) there is no end of conflict 8c3`IIzAS
B) expression of different opinions is encouraged mhH[j O)
C) decisions must be justifiable OthQ)&pq X
D) success lies in general agreement Sir7 TQ4B
注：文章第四段，justifiable 合法化 @`G_6 <.`
35.People working in a not - for - profit organization________. bU/5ug.
A) seem to be difficult to satisfy oL1 m<cQo9
B) are free to express diverse opinions y&-wb'==p
C) are less effective in making decisions k|F<?:C
D) find it easier to reach agreement @aN<nd`q)
B C A D B
