第二篇 a[GlqaQy+-
Conventional wisdom about conflict seems pretty much cut and dried. Too little
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 'N0/;k0ax
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Bk 1Q.Un
creativity and motivate people in a healthy and competitive way. ;o#R(m@Lx
Recent research by Professor Charles R. Schwenk, however, suggests that the b&!7(Q[ sT
optimal level of conflict may be more complex to determine than these simple ' @iS5Fni
generalizations. He studied perceptions of conflict among a sample of executives. e}e\* BL
Some of the executives worked for profit-seeking organizations and others for J~:/,'Ea
not-for-profit organizations. Cj}1 )qWq
Somewhat surprisingly, Schwenk found that opinions about conflict varied l
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systematically as a function of the type of organization. Specifically, managers in *"Ipu"G5?
not-for-profit organizations strongly believed that conflict was beneficial to their LRv-q{jP;
organizations and that it promoted higher quality decision making than might be q7wd9 6G:
achieved in the absence of conflict. 52>?l C
Managers of for-profit organizations saw a different picture. They believed that Q<r O5 -K
conflict generally was damaging and usually led to poor-quality decision making in g0^%X9 s
their organizations. Schwenk interpreted these results in terms of the criteria for 0QDm3V0n
effective decision making suggested by the executives. In the profit-seeking R)#D {/#FW
organizations, decision-making effectiveness was most often assessed in financial b' ^ -$
terms. The executives believed that consensus rather than conflict enhanced financial y2^r.6"O
indicators. l0b Y
In the not-for-profit organizations, decision-making effectiveness was defined 5Y)!q?#H
from the perspective of satisfying constituents. Given the complexities and \sF}NBNT@
ambiguities associated with satisfying many diverse constituents executives perceived jpaY:fcF
that conflict led to more considered and acceptable decisions. Kig.hHj@
31.In the eyes of the author, conventional opinion on conflict is________. >0 i?}
A) wrong j+J)S1
B) oversimplified N Q{ X IN~
C) misleading u /cL[_Q
D) unclear %n9}P ,
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注：文章第一句 \A5cM\-
32.Professor Charles R. Schwenk's research shows________. +?(2-RBd
A) the advantages and disadvantages of conflict Cfb/f]*M
B) the real value of conflict 2:/'
C) the difficulty in determining the optimal level of conflict V4 Pf?g
D) the complexity of defining the roles of conflict OHqLMBW!!
注：文章第二段 =
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33.We can learn from Schwenk's research that________. JHc| .2Oe
A) a person’s view of conflict is influenced by the purpose of his organization OcMd' fwO
B) conflict is necessary for managers of for-profit organizations IJ o`O
C) different people resolve conflicts in different ways P QXyu1
D) it is impossible for people to avoid conflict 1?)<*[
注：文章第三段 o~gduNG#
34.The passage suggests that in for - profit organizations_______. )~O{jd
A) there is no end of conflict z>
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B) expression of different opinions is encouraged WMZa
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C) decisions must be justifiable [lQ
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D) success lies in general agreement %g0"Kj5
注：文章第四段，justifiable 合法化
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35.People working in a not - for - profit organization________. p2!x8`IB*
A) seem to be difficult to satisfy 2#*Bw=
B) are free to express diverse opinions o] MQ)\ r
C) are less effective in making decisions x h @H@Q\
D) find it easier to reach agreement hof$0Fg
B C A D B
