第二篇 oq00)I1
Conventional wisdom about conflict seems pretty much cut and dried. Too little :5 kgJu
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to p4} ,xQzB
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark M#v#3:&
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creativity and motivate people in a healthy and competitive way. M D ETAd
Recent research by Professor Charles R. Schwenk, however, suggests that the G)qNu }
optimal level of conflict may be more complex to determine than these simple 8NY $Iw
generalizations. He studied perceptions of conflict among a sample of executives. m~KG B"
Some of the executives worked for profit-seeking organizations and others for %3v:c|r
not-for-profit organizations. B+e$S
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Somewhat surprisingly, Schwenk found that opinions about conflict varied V p3 r
systematically as a function of the type of organization. Specifically, managers in vfb~S~|U6g
not-for-profit organizations strongly believed that conflict was beneficial to their <hG=0Zc r
organizations and that it promoted higher quality decision making than might be dQh h,}
achieved in the absence of conflict. +( >!nsf
Managers of for-profit organizations saw a different picture. They believed that ;Dl< GW3<
conflict generally was damaging and usually led to poor-quality decision making in K@Z K@++
their organizations. Schwenk interpreted these results in terms of the criteria for R RYm.dMIw
effective decision making suggested by the executives. In the profit-seeking 'G3;!xk$
organizations, decision-making effectiveness was most often assessed in financial ^4jIT1
terms. The executives believed that consensus rather than conflict enhanced financial Z<j(ZVO
indicators. li>`9qCmI
In the not-for-profit organizations, decision-making effectiveness was defined o+U]=q*|)$
from the perspective of satisfying constituents. Given the complexities and "2cJ'n/L
ambiguities associated with satisfying many diverse constituents executives perceived uFd.2 ,XNP
that conflict led to more considered and acceptable decisions. FcR(uv<
31.In the eyes of the author, conventional opinion on conflict is________. VUfV=&D-*g
A) wrong oBVYgv)
B) oversimplified vIk;x
C) misleading _ J<^'w^;%
D) unclear yn;h.m [):
注：文章第一句 -49z.(@ki
32.Professor Charles R. Schwenk's research shows________. =F>@z4[P-
A) the advantages and disadvantages of conflict < 8yv(
B) the real value of conflict p h[
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C) the difficulty in determining the optimal level of conflict \/8 I6a=
D) the complexity of defining the roles of conflict eQBR *@x
注：文章第二段 XY(3!>/eQ[
33.We can learn from Schwenk's research that________. yGN@Hd:9
A) a person’s view of conflict is influenced by the purpose of his organization X2
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B) conflict is necessary for managers of for-profit organizations #q2 c
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C) different people resolve conflicts in different ways j~+<~2%c
D) it is impossible for people to avoid conflict l V[d`%(
注：文章第三段 Y
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34.The passage suggests that in for - profit organizations_______. L4th 7#
A) there is no end of conflict oObm5e*Z
B) expression of different opinions is encouraged uus}NZ:*l
C) decisions must be justifiable /I2RU2|B
D) success lies in general agreement TV$Pl[m
注：文章第四段，justifiable 合法化 V =" ;vRS8
35.People working in a not - for - profit organization________. I>k >^
A) seem to be difficult to satisfy \79KU
B) are free to express diverse opinions cP[3p :
C) are less effective in making decisions }wmn v
D) find it easier to reach agreement 2mVcT3
B C A D B
