第二篇 xOkf 9k_
Conventional wisdom about conflict seems pretty much cut and dried. Too little *fjarZu
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to o77H
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark K46 mE
creativity and motivate people in a healthy and competitive way. k_!z=6?[:
Recent research by Professor Charles R. Schwenk, however, suggests that the 7$^V_{ej
optimal level of conflict may be more complex to determine than these simple $H_4Y-xOi
generalizations. He studied perceptions of conflict among a sample of executives. h<6r+*T' p
Some of the executives worked for profit-seeking organizations and others for @]OI( B
not-for-profit organizations. p<jH UG4?'
Somewhat surprisingly, Schwenk found that opinions about conflict varied 8x+K4B"oe
systematically as a function of the type of organization. Specifically, managers in H #1/H@I#
not-for-profit organizations strongly believed that conflict was beneficial to their 1z8.wdWJ}
organizations and that it promoted higher quality decision making than might be a5&wS@)
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achieved in the absence of conflict. u52@{@Ad
Managers of for-profit organizations saw a different picture. They believed that uH]^/'8vBd
conflict generally was damaging and usually led to poor-quality decision making in n:7=z0
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their organizations. Schwenk interpreted these results in terms of the criteria for A^g81s.5
effective decision making suggested by the executives. In the profit-seeking M>0~Ek%3
organizations, decision-making effectiveness was most often assessed in financial
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terms. The executives believed that consensus rather than conflict enhanced financial [t ^|l?
indicators. |=7%Edkd
In the not-for-profit organizations, decision-making effectiveness was defined ^%\p; yhL
from the perspective of satisfying constituents. Given the complexities and v}iJ :'
ambiguities associated with satisfying many diverse constituents executives perceived 4I,
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that conflict led to more considered and acceptable decisions. h; {?z
31.In the eyes of the author, conventional opinion on conflict is________. ."3 J;j
A) wrong |>[w $
B) oversimplified gs9f2t
C) misleading "i#!
D) unclear z.
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注：文章第一句 RPLr7Lb
32.Professor Charles R. Schwenk's research shows________. 5ptbz<Xv
A) the advantages and disadvantages of conflict QO|ODW+D
B) the real value of conflict "ebn0<cZ
C) the difficulty in determining the optimal level of conflict h#;yA"j1&
D) the complexity of defining the roles of conflict B{zIW'L d
注：文章第二段 )m6=_q5 @o
33.We can learn from Schwenk's research that________. `7'(U)x,F
A) a person’s view of conflict is influenced by the purpose of his organization W&r
jJZY6
B) conflict is necessary for managers of for-profit organizations Q}I. UG_
C) different people resolve conflicts in different ways .%D] z{''
D) it is impossible for people to avoid conflict !M}&dW2
注：文章第三段 0E+ +
34.The passage suggests that in for - profit organizations_______. &(wik#S
A) there is no end of conflict $|A vT;4
B) expression of different opinions is encouraged =. OW sFv
C) decisions must be justifiable f *)t<1f
D) success lies in general agreement RCoz;|c`P
注：文章第四段，justifiable 合法化 u*H2kn[DU
35.People working in a not - for - profit organization________. zYH6+!VBH#
A) seem to be difficult to satisfy Qa"R?d fr
B) are free to express diverse opinions {>5 c,L$
C) are less effective in making decisions 3Dg I.V6un
D) find it easier to reach agreement W*VQ"CW{^]
B C A D B
