第二篇 ,&[2z!
Conventional wisdom about conflict seems pretty much cut and dried. Too little ckFn QhW
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to `vs=
CYs
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark c#X9d8>
creativity and motivate people in a healthy and competitive way. | d}f\a`
Recent research by Professor Charles R. Schwenk, however, suggests that the <8Y;9N|94!
optimal level of conflict may be more complex to determine than these simple mNS7/I\
generalizations. He studied perceptions of conflict among a sample of executives. ?0k(w iF
Some of the executives worked for profit-seeking organizations and others for 8;2UP`8s ?
not-for-profit organizations. YYfX@`\
Somewhat surprisingly, Schwenk found that opinions about conflict varied J-C3k`%O
systematically as a function of the type of organization. Specifically, managers in ivL }\~L
not-for-profit organizations strongly believed that conflict was beneficial to their o|#
Mq"od
organizations and that it promoted higher quality decision making than might be 8`Wj 1 , q
achieved in the absence of conflict. QH%Zbt2qS
Managers of for-profit organizations saw a different picture. They believed that ?Ne@ OMc
conflict generally was damaging and usually led to poor-quality decision making in +7 6{S_CZ
their organizations. Schwenk interpreted these results in terms of the criteria for .Y B}w
effective decision making suggested by the executives. In the profit-seeking Pp-\#WJ
organizations, decision-making effectiveness was most often assessed in financial 3exv k
terms. The executives believed that consensus rather than conflict enhanced financial -1dbJ/)
indicators. a#H2H` %
In the not-for-profit organizations, decision-making effectiveness was defined 4u} "ng
from the perspective of satisfying constituents. Given the complexities and o!.\+ [
ambiguities associated with satisfying many diverse constituents executives perceived _hP siZY9
that conflict led to more considered and acceptable decisions. W_k;jy_{9
31.In the eyes of the author, conventional opinion on conflict is________. A)9[.fhx
A) wrong WT(i nf[
B) oversimplified ,Qvclu8r
C) misleading }6/L5j:+
D) unclear 7 P3PQ%:
注：文章第一句 yn&AMq
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32.Professor Charles R. Schwenk's research shows________. m)G=4kK52-
A) the advantages and disadvantages of conflict R#j -Z#/"
B) the real value of conflict qyXx`'e
C) the difficulty in determining the optimal level of conflict R Wa4O#
D) the complexity of defining the roles of conflict QuuR_Ao?c'
注：文章第二段 gH87 e
33.We can learn from Schwenk's research that________. oK3uGPi
A) a person’s view of conflict is influenced by the purpose of his organization - [-LR }u
B) conflict is necessary for managers of for-profit organizations 1d4 9z9F
C) different people resolve conflicts in different ways /Mq]WXq[V
D) it is impossible for people to avoid conflict cG%ttfq\
注：文章第三段 g8+w?Zn}
34.The passage suggests that in for - profit organizations_______. oicett=5
A) there is no end of conflict C N9lK29F)
B) expression of different opinions is encouraged l!2hwRR
C) decisions must be justifiable q/w U7P\%
D) success lies in general agreement Lo, z7 "8
注：文章第四段，justifiable 合法化 }
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35.People working in a not - for - profit organization________. nquK eH
A) seem to be difficult to satisfy )tQG5.to
B) are free to express diverse opinions p%304oP6
C) are less effective in making decisions ,#^<0u+zrF
D) find it easier to reach agreement ^+Ez[S{8
B C A D B
