第二篇 dYJW`Q;j.|
Conventional wisdom about conflict seems pretty much cut and dried. Too little U:xr['
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ] #[ R^t
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark J
h[fFg]
creativity and motivate people in a healthy and competitive way. -$4PY
,
Recent research by Professor Charles R. Schwenk, however, suggests that the -q\1Tlc]3
optimal level of conflict may be more complex to determine than these simple uV *
&a~
generalizations. He studied perceptions of conflict among a sample of executives. V5RfxWtm:
Some of the executives worked for profit-seeking organizations and others for x5 3 aGi|
not-for-profit organizations. \ey3i((L
Somewhat surprisingly, Schwenk found that opinions about conflict varied oO>mGl36H
systematically as a function of the type of organization. Specifically, managers in h 5ST`jZ
not-for-profit organizations strongly believed that conflict was beneficial to their _
y),C
organizations and that it promoted higher quality decision making than might be 4 S@^ym
achieved in the absence of conflict. +kQ$X{+;8
Managers of for-profit organizations saw a different picture. They believed that 4jj@"*^a
conflict generally was damaging and usually led to poor-quality decision making in pl V]hu27K
their organizations. Schwenk interpreted these results in terms of the criteria for "wT[LA9\
effective decision making suggested by the executives. In the profit-seeking L*1C2EL/q
organizations, decision-making effectiveness was most often assessed in financial aDTNr/I
terms. The executives believed that consensus rather than conflict enhanced financial +PY LKyS>
indicators. X61]N^y
In the not-for-profit organizations, decision-making effectiveness was defined ">lu8F
from the perspective of satisfying constituents. Given the complexities and c
Q|nL
ambiguities associated with satisfying many diverse constituents executives perceived 9#iu#?*B
that conflict led to more considered and acceptable decisions. (5re'Pl
31.In the eyes of the author, conventional opinion on conflict is________. ]
4y Wcnf
A) wrong \SS1-UbL
B) oversimplified ne4hR]:
C) misleading (qnzz!s
D) unclear AF>J8 V
注：文章第一句 J84
Q|E
32.Professor Charles R. Schwenk's research shows________. %vDN{%h8
A) the advantages and disadvantages of conflict n:,At] ky
B) the real value of conflict 7 /w)^&8
C) the difficulty in determining the optimal level of conflict U@!e&QPn
D) the complexity of defining the roles of conflict Lf{9=;
注：文章第二段 _$ ]3&P
33.We can learn from Schwenk's research that________. F$7>q'#
A) a person’s view of conflict is influenced by the purpose of his organization B>WAlmPA
B) conflict is necessary for managers of for-profit organizations 'kf]l=i[n
C) different people resolve conflicts in different ways Cb5;l~}L
D) it is impossible for people to avoid conflict ~tWIVj{
注：文章第三段 3,=97Si=
34.The passage suggests that in for - profit organizations_______. ) gbns'Z<
A) there is no end of conflict kHygif
!I4
B) expression of different opinions is encouraged $8vZi
B!"
C) decisions must be justifiable Gj f b<
D) success lies in general agreement j\iE3:94$
注：文章第四段，justifiable 合法化 |*ss`W7F,2
35.People working in a not - for - profit organization________. @&#k[ 'c
A) seem to be difficult to satisfy `>-fU<Q1
B) are free to express diverse opinions jR[VPm=
C) are less effective in making decisions )voJq\Y)%
D) find it easier to reach agreement q#B=PZ'NA
B C A D B
