第二篇 E Y@KWs3"H
Conventional wisdom about conflict seems pretty much cut and dried. Too little n] 8*yoge
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 8:U0M'}u>
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark \Rw^&;\1
creativity and motivate people in a healthy and competitive way. } x
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Recent research by Professor Charles R. Schwenk, however, suggests that the mr,G H x
optimal level of conflict may be more complex to determine than these simple l-2lb & n
generalizations. He studied perceptions of conflict among a sample of executives. \[
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Some of the executives worked for profit-seeking organizations and others for ]} pAZd
not-for-profit organizations. _ucixM #
Somewhat surprisingly, Schwenk found that opinions about conflict varied y\:,.cZ+TQ
systematically as a function of the type of organization. Specifically, managers in @h\i <sh!^
not-for-profit organizations strongly believed that conflict was beneficial to their ;x
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organizations and that it promoted higher quality decision making than might be Ch
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achieved in the absence of conflict. X7SSTcA
Managers of for-profit organizations saw a different picture. They believed that yMOYTN@]
conflict generally was damaging and usually led to poor-quality decision making in #fF D|q
their organizations. Schwenk interpreted these results in terms of the criteria for ~Fo`
Pr_
effective decision making suggested by the executives. In the profit-seeking _I%mY!x\`
organizations, decision-making effectiveness was most often assessed in financial 7'5/T]Z
terms. The executives believed that consensus rather than conflict enhanced financial _+gpdQq\p
indicators. Cyud)BZvm
In the not-for-profit organizations, decision-making effectiveness was defined 1?r$Rx<R
from the perspective of satisfying constituents. Given the complexities and ?[
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ambiguities associated with satisfying many diverse constituents executives perceived `Mo%)I<`=
that conflict led to more considered and acceptable decisions. 4-\4G"4
31.In the eyes of the author, conventional opinion on conflict is________. cSj(u%9 }
A) wrong .>'J ^^
B) oversimplified Ds\f?\Em
C) misleading ] xhH:kW4
D) unclear 6,]2;'
注：文章第一句 ~ 5Rh7
32.Professor Charles R. Schwenk's research shows________. [{J1b
A) the advantages and disadvantages of conflict / `w'X/'VJ
B) the real value of conflict Z8pZm`g)T
C) the difficulty in determining the optimal level of conflict t;[Q&J l
D) the complexity of defining the roles of conflict s3M#ua#mX
注：文章第二段 Vb2")+*:
33.We can learn from Schwenk's research that________. *OZ O} i
A) a person’s view of conflict is influenced by the purpose of his organization !v 3wl0
B) conflict is necessary for managers of for-profit organizations U3 w*z6OG
C) different people resolve conflicts in different ways I q47^
D) it is impossible for people to avoid conflict 2K'} Vm+
注：文章第三段 Os1y8ui
34.The passage suggests that in for - profit organizations_______. j0jam:.p
A) there is no end of conflict FD}>}f Lv
B) expression of different opinions is encouraged ZP
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C) decisions must be justifiable B Zw#ACU
D) success lies in general agreement II_MY#0X
注：文章第四段，justifiable 合法化 Mq,_ DQ
35.People working in a not - for - profit organization________. P^*gk P
A) seem to be difficult to satisfy >JhIRf
B) are free to express diverse opinions gClD
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C) are less effective in making decisions HjN )~<j
D) find it easier to reach agreement KBGJB`D*
B C A D B
