第二篇 3L4lk8Dd
Conventional wisdom about conflict seems pretty much cut and dried. Too little 4y+] V~p
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to S3Tww]q
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark -~
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creativity and motivate people in a healthy and competitive way. Tp`by
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Recent research by Professor Charles R. Schwenk, however, suggests that the @`?"#^jT
optimal level of conflict may be more complex to determine than these simple u[^(s_
generalizations. He studied perceptions of conflict among a sample of executives. 0bpl3Fh.v
Some of the executives worked for profit-seeking organizations and others for 2|#3rF
not-for-profit organizations. . c+RFX@0
Somewhat surprisingly, Schwenk found that opinions about conflict varied -[x^z5Ee`
systematically as a function of the type of organization. Specifically, managers in yKa}U!$
not-for-profit organizations strongly believed that conflict was beneficial to their Ni GK| Z
organizations and that it promoted higher quality decision making than might be Srz.-,2 PF
achieved in the absence of conflict. Y'Jb@l`$-
Managers of for-profit organizations saw a different picture. They believed that rsvZi1N4w$
conflict generally was damaging and usually led to poor-quality decision making in ~y^#?;
their organizations. Schwenk interpreted these results in terms of the criteria for N Q{ X IN~
effective decision making suggested by the executives. In the profit-seeking u /cL[_Q
organizations, decision-making effectiveness was most often assessed in financial JMOQDo
terms. The executives believed that consensus rather than conflict enhanced financial ~c`@uGw
indicators. W9B l' e
In the not-for-profit organizations, decision-making effectiveness was defined :j
vx -jQ
from the perspective of satisfying constituents. Given the complexities and GOa](oD}
ambiguities associated with satisfying many diverse constituents executives perceived |z|5j!Nfh
that conflict led to more considered and acceptable decisions. MlsF?"H p
31.In the eyes of the author, conventional opinion on conflict is________. C&3#'/&
A) wrong f| 3` 8JU
B) oversimplified *6q8kQsz^1
C) misleading Wb!%_1dER
D) unclear i,FG?\x@
注：文章第一句 7|T5N[3?l,
32.Professor Charles R. Schwenk's research shows________. <k5Fl vE2
A) the advantages and disadvantages of conflict @| %t<{y^I
B) the real value of conflict z>
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C) the difficulty in determining the optimal level of conflict nV
McHN
D) the complexity of defining the roles of conflict zY\v|l<T
注：文章第二段 IL}pVa00{n
33.We can learn from Schwenk's research that________. L1Fn;nR
A) a person’s view of conflict is influenced by the purpose of his organization e&7GW9FSg
B) conflict is necessary for managers of for-profit organizations LZM[Wg#
C) different people resolve conflicts in different ways } ~=53$+
D) it is impossible for people to avoid conflict v.cB3 /$ z
注：文章第三段 I\Y/*u
34.The passage suggests that in for - profit organizations_______. %6L!JN
A) there is no end of conflict _xAdvr' W
B) expression of different opinions is encouraged aAu
upPu
C) decisions must be justifiable 3l`yy])t
D) success lies in general agreement b\][ x6zJp
注：文章第四段，justifiable 合法化 1 < <`T%&
35.People working in a not - for - profit organization________. /I$g .f/#
A) seem to be difficult to satisfy ;r-
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B) are free to express diverse opinions }N2T/U
C) are less effective in making decisions 0l.+yr}PE
D) find it easier to reach agreement A:p7\Kp;5}
B C A D B
