第二篇 [8v v[n/
Conventional wisdom about conflict seems pretty much cut and dried. Too little A Qw1,tGV
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 79^Y^.
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark /PafIq
creativity and motivate people in a healthy and competitive way. n<+g{QHi
Recent research by Professor Charles R. Schwenk, however, suggests that the Tu"bbc
optimal level of conflict may be more complex to determine than these simple Kc$j<MRtv
generalizations. He studied perceptions of conflict among a sample of executives.
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Some of the executives worked for profit-seeking organizations and others for ?); 6]"k:3
not-for-profit organizations. 1Rg tZp%
Somewhat surprisingly, Schwenk found that opinions about conflict varied 0K <y
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systematically as a function of the type of organization. Specifically, managers in pnl7a$z
not-for-profit organizations strongly believed that conflict was beneficial to their ">_<L.,I
organizations and that it promoted higher quality decision making than might be K%h9'}pq>1
achieved in the absence of conflict. -.<fGhmU
Managers of for-profit organizations saw a different picture. They believed that +i HZ*
conflict generally was damaging and usually led to poor-quality decision making in +GqK$B(x7
their organizations. Schwenk interpreted these results in terms of the criteria for pBl'SQccp
effective decision making suggested by the executives. In the profit-seeking {Rc mjI7
organizations, decision-making effectiveness was most often assessed in financial (c AWT,
terms. The executives believed that consensus rather than conflict enhanced financial s&&8~
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indicators. #[Z ToE4
In the not-for-profit organizations, decision-making effectiveness was defined E}6q;"[
from the perspective of satisfying constituents. Given the complexities and 7~ &
ambiguities associated with satisfying many diverse constituents executives perceived `s1>7XWf
that conflict led to more considered and acceptable decisions. T-,T)R`R
31.In the eyes of the author, conventional opinion on conflict is________. m03D+@F
A) wrong 0i/!by {@
B) oversimplified 8G3C Q]G
C) misleading \"k[y+O],4
D) unclear 8.JFQ/) i
注：文章第一句 @2(7
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32.Professor Charles R. Schwenk's research shows________. n92*:Y
A) the advantages and disadvantages of conflict q~:H>;:G-
B) the real value of conflict <9f;\+zA
C) the difficulty in determining the optimal level of conflict }Br=ea
Y
D) the complexity of defining the roles of conflict y0}3s)lKv
注：文章第二段
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33.We can learn from Schwenk's research that________. 7 +]+S`
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A) a person’s view of conflict is influenced by the purpose of his organization g}@W9'!
B) conflict is necessary for managers of for-profit organizations >;qAj!'
C) different people resolve conflicts in different ways 9!XXuMWU<
D) it is impossible for people to avoid conflict 6&9}M Oc
注：文章第三段 uy'I#^Bt
34.The passage suggests that in for - profit organizations_______. YzA6*2
A) there is no end of conflict CU`yi.)T{
B) expression of different opinions is encouraged b;;mhu[D
C) decisions must be justifiable reP)&Fo
D) success lies in general agreement o|en"?4
注：文章第四段，justifiable 合法化 @"h @4q/W
35.People working in a not - for - profit organization________. ]&b>P ;j:
A) seem to be difficult to satisfy r'F )8%
B) are free to express diverse opinions OK] _.v}
C) are less effective in making decisions b}APD))*H!
D) find it easier to reach agreement cM ?i _m
B C A D B
