第二篇 +M'aWlPg,
Conventional wisdom about conflict seems pretty much cut and dried. Too little +@emX$cFV
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ;)(Sd f[P
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark
qH#r-
creativity and motivate people in a healthy and competitive way. ,VNi_.W0
Recent research by Professor Charles R. Schwenk, however, suggests that the K8HIuQ!=
optimal level of conflict may be more complex to determine than these simple #NvQmz?J?
generalizations. He studied perceptions of conflict among a sample of executives. _wf5%(~b
Some of the executives worked for profit-seeking organizations and others for DR:8oo&E
not-for-profit organizations. '|l%rv
Somewhat surprisingly, Schwenk found that opinions about conflict varied GE1i+.+-.
systematically as a function of the type of organization. Specifically, managers in _o m0
e=5)
not-for-profit organizations strongly believed that conflict was beneficial to their NO-k-
organizations and that it promoted higher quality decision making than might be v*E(/}<v
achieved in the absence of conflict. E7Ibp79}N
Managers of for-profit organizations saw a different picture. They believed that C5P$ &s\
conflict generally was damaging and usually led to poor-quality decision making in ]@v}y&
their organizations. Schwenk interpreted these results in terms of the criteria for B:4Ka]{YO
effective decision making suggested by the executives. In the profit-seeking L}'Yd'
organizations, decision-making effectiveness was most often assessed in financial qG<7hr@x]
terms. The executives believed that consensus rather than conflict enhanced financial Sw~(uH_l
indicators. $
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In the not-for-profit organizations, decision-making effectiveness was defined yuOS&+,P
from the perspective of satisfying constituents. Given the complexities and bS .s?a
ambiguities associated with satisfying many diverse constituents executives perceived 5%*w<6<_z
that conflict led to more considered and acceptable decisions. BZK2$0
31.In the eyes of the author, conventional opinion on conflict is________. 0 ZMJ(C
A) wrong vw2`:]Q+
B) oversimplified "#yJHsu]
C) misleading ,~COZi;R.D
D) unclear Mi+H#xx16
注：文章第一句 )VSwT x&
32.Professor Charles R. Schwenk's research shows________. `K*b?:0lp
A) the advantages and disadvantages of conflict F]UQuOR)
B) the real value of conflict A4.4Dji,x
C) the difficulty in determining the optimal level of conflict F/p,j0S
D) the complexity of defining the roles of conflict +k.%PO0n p
注：文章第二段 !*aPEf270
33.We can learn from Schwenk's research that________. )"Q*G/+2Ie
A) a person’s view of conflict is influenced by the purpose of his organization 'fx UV<K&
B) conflict is necessary for managers of for-profit organizations K_~h*Yc
C) different people resolve conflicts in different ways S${Zzt"
D) it is impossible for people to avoid conflict uI~s8{0T6
注：文章第三段 20b<68h$:
34.The passage suggests that in for - profit organizations_______. ljC(L/I
A) there is no end of conflict DZ$`
4;C[
B) expression of different opinions is encouraged iYJZvN
C) decisions must be justifiable r@U3sO#N
D) success lies in general agreement :XG;r u%i
注：文章第四段，justifiable 合法化 s&a1y~r v
35.People working in a not - for - profit organization________. 2o3EHZ+]cm
A) seem to be difficult to satisfy
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^ 1
B) are free to express diverse opinions DC+b= IOz
C) are less effective in making decisions D}3T|N
D) find it easier to reach agreement ,](:<A)W&
B C A D B
