第二篇 S
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Conventional wisdom about conflict seems pretty much cut and dried. Too little |SF5 '\d'
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to qKd& d
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark z(&~O;;N#
creativity and motivate people in a healthy and competitive way. E|fQbkfw
Recent research by Professor Charles R. Schwenk, however, suggests that the
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optimal level of conflict may be more complex to determine than these simple `upxM0gc
generalizations. He studied perceptions of conflict among a sample of executives. _<i*{;kR6
Some of the executives worked for profit-seeking organizations and others for 'P^6H $0
not-for-profit organizations. oj1,DU
Somewhat surprisingly, Schwenk found that opinions about conflict varied D~s
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systematically as a function of the type of organization. Specifically, managers in zU)Ib<
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not-for-profit organizations strongly believed that conflict was beneficial to their {)8!> K%G
organizations and that it promoted higher quality decision making than might be qOk=:1`3
achieved in the absence of conflict. 5#v|t\
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Managers of for-profit organizations saw a different picture. They believed that *To 5\|
conflict generally was damaging and usually led to poor-quality decision making in ;{k`nv_6
their organizations. Schwenk interpreted these results in terms of the criteria for C g! ]x
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effective decision making suggested by the executives. In the profit-seeking ZOK,P
organizations, decision-making effectiveness was most often assessed in financial =7U_ jDME
terms. The executives believed that consensus rather than conflict enhanced financial ,{br6*E
indicators. Lh(` 9(tX
In the not-for-profit organizations, decision-making effectiveness was defined (haYY]W
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from the perspective of satisfying constituents. Given the complexities and <+oTYPgD9
ambiguities associated with satisfying many diverse constituents executives perceived LT3ViCZ -n
that conflict led to more considered and acceptable decisions. ,' m<YTF
31.In the eyes of the author, conventional opinion on conflict is________. uzx?U3.\
A) wrong yLI)bn!"
B) oversimplified 8JU9Qb]L'I
C) misleading Oa'DVfw2J
D) unclear h!L/ZeRaV
注：文章第一句 ; =FSpZ@
32.Professor Charles R. Schwenk's research shows________. azxGUS_i<
A) the advantages and disadvantages of conflict ; SS/bS|
B) the real value of conflict {iI" Lt
C) the difficulty in determining the optimal level of conflict /Y>$w$S
D) the complexity of defining the roles of conflict g (i_di
注：文章第二段 U '#Xwax
33.We can learn from Schwenk's research that________. Y|NANjEAfm
A) a person’s view of conflict is influenced by the purpose of his organization [LQD]#
B) conflict is necessary for managers of for-profit organizations FSs<A@
C) different people resolve conflicts in different ways |M j2lZS
D) it is impossible for people to avoid conflict W]]@pbG"H\
注：文章第三段 ^11y8[[
34.The passage suggests that in for - profit organizations_______. <QUjhWxDb
A) there is no end of conflict Gd:TM]rJ
B) expression of different opinions is encouraged fr\"MP
C) decisions must be justifiable J\kG D
D) success lies in general agreement 0~(K@U>#
注：文章第四段，justifiable 合法化 BP& T|s
35.People working in a not - for - profit organization________. h& t/
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A) seem to be difficult to satisfy s\)0 f_I
B) are free to express diverse opinions LRJY63A
C) are less effective in making decisions
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D) find it easier to reach agreement oTtJ
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B C A D B
