第二篇 r24\DvS
Conventional wisdom about conflict seems pretty much cut and dried. Too little ?&w hE!
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to &(5^v w<0
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 7bgnZ]r8t
creativity and motivate people in a healthy and competitive way. 1TK #eU
Recent research by Professor Charles R. Schwenk, however, suggests that the r~ S!< 9f
optimal level of conflict may be more complex to determine than these simple >XD02A[
generalizations. He studied perceptions of conflict among a sample of executives. 2 ||KP|5@
Some of the executives worked for profit-seeking organizations and others for 3Ew"[FUs
not-for-profit organizations. X";QA":
Somewhat surprisingly, Schwenk found that opinions about conflict varied '0'"k2"vC
systematically as a function of the type of organization. Specifically, managers in yDCooX0
not-for-profit organizations strongly believed that conflict was beneficial to their b9W<1eqF
organizations and that it promoted higher quality decision making than might be ~ERRp3Ee ?
achieved in the absence of conflict. +t7c
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Managers of for-profit organizations saw a different picture. They believed that 1j ZD w~
conflict generally was damaging and usually led to poor-quality decision making in !7O=<
their organizations. Schwenk interpreted these results in terms of the criteria for *pcbwd!/
effective decision making suggested by the executives. In the profit-seeking wu&|~@_s@
organizations, decision-making effectiveness was most often assessed in financial g( @$ uJ
terms. The executives believed that consensus rather than conflict enhanced financial *sc0, '0
indicators. Q7 0**qm
In the not-for-profit organizations, decision-making effectiveness was defined H
'WFORso[
from the perspective of satisfying constituents. Given the complexities and Ovl?j&8
ambiguities associated with satisfying many diverse constituents executives perceived =0@d|LeZ
that conflict led to more considered and acceptable decisions. 4'}_qAT
31.In the eyes of the author, conventional opinion on conflict is________. w]o: c(x@
A) wrong p5twL
B) oversimplified fwn Yz
d3
C) misleading K=!ZI/+ju
D) unclear c] g<XVI
注：文章第一句 uDy> xJ|
32.Professor Charles R. Schwenk's research shows________. |`q)/ 08b
A) the advantages and disadvantages of conflict Ads<-.R
B) the real value of conflict Rktn/V i
C) the difficulty in determining the optimal level of conflict | `)V^e_
D) the complexity of defining the roles of conflict TQ 5MKqR$
注：文章第二段 9GtVI^]
33.We can learn from Schwenk's research that________. g'}`FvADi
A) a person’s view of conflict is influenced by the purpose of his organization
Oc"'ay(g
B) conflict is necessary for managers of for-profit organizations 9(N)MT5F
C) different people resolve conflicts in different ways .Kh(F 6
s
D) it is impossible for people to avoid conflict oQ-|\?{;A
注：文章第三段 Vhbj.eX.)
34.The passage suggests that in for - profit organizations_______. [:R P9r}
A) there is no end of conflict D|Ih e%w-
B) expression of different opinions is encouraged yZ?_q$4kEI
C) decisions must be justifiable cO=UswIkwO
D) success lies in general agreement %)6
:eIS
注：文章第四段，justifiable 合法化 P ^_d$
35.People working in a not - for - profit organization________. q/w6sQx$
A) seem to be difficult to satisfy YCB 3
B) are free to express diverse opinions #/B~G.+(
C) are less effective in making decisions YnO1Lf@
D) find it easier to reach agreement N5w]2xz!
B C A D B
