第二篇 A]z*#+Sl
Conventional wisdom about conflict seems pretty much cut and dried. Too little ks4`h>i
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ";K w?
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Wq1>Bj$J8
creativity and motivate people in a healthy and competitive way. 8|a./%gixs
Recent research by Professor Charles R. Schwenk, however, suggests that the g52a
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optimal level of conflict may be more complex to determine than these simple PVCoXOqh
generalizations. He studied perceptions of conflict among a sample of executives. XjX
Some of the executives worked for profit-seeking organizations and others for CKsVs
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not-for-profit organizations. @A/k"Ax{r
Somewhat surprisingly, Schwenk found that opinions about conflict varied rpR${%jc
systematically as a function of the type of organization. Specifically, managers in yeo&Qz2vU
not-for-profit organizations strongly believed that conflict was beneficial to their tq
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organizations and that it promoted higher quality decision making than might be kBu{ bxL
achieved in the absence of conflict. ,?fJ0n:!%
Managers of for-profit organizations saw a different picture. They believed that K@D\5s|1|
conflict generally was damaging and usually led to poor-quality decision making in 5(1:^:LGK
their organizations. Schwenk interpreted these results in terms of the criteria for .fA*WQ!lb
effective decision making suggested by the executives. In the profit-seeking MY&Jdmga
organizations, decision-making effectiveness was most often assessed in financial qL(Q1O!
terms. The executives believed that consensus rather than conflict enhanced financial %`Re {%1;
indicators. bzg C+yT
In the not-for-profit organizations, decision-making effectiveness was defined JAPr[O&
from the perspective of satisfying constituents. Given the complexities and P]_d;\
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ambiguities associated with satisfying many diverse constituents executives perceived K2
that conflict led to more considered and acceptable decisions. I=Y>z ^4
31.In the eyes of the author, conventional opinion on conflict is________. xO~ ElzGm
A) wrong :+rGBkw1m
B) oversimplified Tb/TP3 N
C) misleading PNU(;&2<
D) unclear #YUaM<
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注：文章第一句 FR&` R
32.Professor Charles R. Schwenk's research shows________. hsZ/Vnn`
A) the advantages and disadvantages of conflict *{o7G a
B) the real value of conflict `? Rq44=
C) the difficulty in determining the optimal level of conflict <A u2e
D) the complexity of defining the roles of conflict +n3I \7G>
注：文章第二段 W :w~ M'o
33.We can learn from Schwenk's research that________. rr<E #w
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 lW bu`y
C) different people resolve conflicts in different ways 8~sP{V%
D) it is impossible for people to avoid conflict G)3I+uxn
注：文章第三段 lOIk$"Ne
34.The passage suggests that in for - profit organizations_______. ao(T81
A) there is no end of conflict D$>_W ,*V
B) expression of different opinions is encouraged s6H'}[E<
C) decisions must be justifiable 4
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D) success lies in general agreement _n&Nw7d2
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注：文章第四段，justifiable 合法化 N<EVs.7
35.People working in a not - for - profit organization________. U ZZJtQt
A) seem to be difficult to satisfy n ]ikc|
B) are free to express diverse opinions On mmcem
C) are less effective in making decisions $ {Z0@G+
D) find it easier to reach agreement 3v* ~CQy9
B C A D B
