第二篇 bi$VAYn.^
Conventional wisdom about conflict seems pretty much cut and dried. Too little R i @`a
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to `Wn Q
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 2h q>T
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creativity and motivate people in a healthy and competitive way.
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Recent research by Professor Charles R. Schwenk, however, suggests that the opD-vDa h
optimal level of conflict may be more complex to determine than these simple 3m=2x5 {L
generalizations. He studied perceptions of conflict among a sample of executives. 6D st ;:
Some of the executives worked for profit-seeking organizations and others for n8u*JeN
not-for-profit organizations. %4,?kh``D
Somewhat surprisingly, Schwenk found that opinions about conflict varied <2< 87 PU
systematically as a function of the type of organization. Specifically, managers in e&1 \'Zq?>
not-for-profit organizations strongly believed that conflict was beneficial to their 1'O0`Me>#
organizations and that it promoted higher quality decision making than might be B4Lx{u no
achieved in the absence of conflict. |=5/Rax ^
Managers of for-profit organizations saw a different picture. They believed that hO( RZ '{
conflict generally was damaging and usually led to poor-quality decision making in o`6|ba
their organizations. Schwenk interpreted these results in terms of the criteria for Y b:pAzw6
effective decision making suggested by the executives. In the profit-seeking c-8!#~M(
organizations, decision-making effectiveness was most often assessed in financial &=Y e6 f[
terms. The executives believed that consensus rather than conflict enhanced financial Oy_ c
indicators. dR
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In the not-for-profit organizations, decision-making effectiveness was defined "HlgRp]u
from the perspective of satisfying constituents. Given the complexities and DWm SC}{.
ambiguities associated with satisfying many diverse constituents executives perceived ; Lq l_1
that conflict led to more considered and acceptable decisions. cdTsRS;E
31.In the eyes of the author, conventional opinion on conflict is________. o#D.9K(
A) wrong 4c159wsnQ
B) oversimplified >oJkJ$|wU
C) misleading q p~g P
D) unclear UtJ a3ya
注：文章第一句 k
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32.Professor Charles R. Schwenk's research shows________. )/ |6'L-2
A) the advantages and disadvantages of conflict `xz&Scil
B) the real value of conflict gEJi[E@
C) the difficulty in determining the optimal level of conflict g/Wh,f3
D) the complexity of defining the roles of conflict z"
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注：文章第二段 =Ho"N ` Qy
33.We can learn from Schwenk's research that________. ry0
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A) a person’s view of conflict is influenced by the purpose of his organization
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B) conflict is necessary for managers of for-profit organizations cQUC.TZ_
C) different people resolve conflicts in different ways ]axh*J3
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D) it is impossible for people to avoid conflict %f ju G
注：文章第三段 .$rC0<G[K
34.The passage suggests that in for - profit organizations_______. >e& :`2%.
A) there is no end of conflict GW P d v
B) expression of different opinions is encouraged )TmtS SS
C) decisions must be justifiable %[QV,fD'E
D) success lies in general agreement :Vuf6,
注：文章第四段，justifiable 合法化 :k,Q,B.I
35.People working in a not - for - profit organization________. {}Ejt:rKN
A) seem to be difficult to satisfy `a]44es9q
B) are free to express diverse opinions y L1bS|@
C) are less effective in making decisions { T]?o~W
D) find it easier to reach agreement my.`k'
B C A D B
