第二篇 D FDC'E
Conventional wisdom about conflict seems pretty much cut and dried. Too little d]1%/$v^
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 9rXbv4{
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark <i{O\K ]9
creativity and motivate people in a healthy and competitive way. uo0g51% 9
Recent research by Professor Charles R. Schwenk, however, suggests that the R rrW0<Ed
optimal level of conflict may be more complex to determine than these simple Dy6u Wv,P
generalizations. He studied perceptions of conflict among a sample of executives. S Y\ UuZ
Some of the executives worked for profit-seeking organizations and others for 5v"r>q[
X
not-for-profit organizations. Gt#Jr!N~
Somewhat surprisingly, Schwenk found that opinions about conflict varied 3jF#f'*
systematically as a function of the type of organization. Specifically, managers in 1H Qh%dZZ
not-for-profit organizations strongly believed that conflict was beneficial to their HT]W2^k
organizations and that it promoted higher quality decision making than might be nk.Y#+1)
achieved in the absence of conflict. dFY]~_P472
Managers of for-profit organizations saw a different picture. They believed that *Q2;bmIc
conflict generally was damaging and usually led to poor-quality decision making in VBc[(8o
their organizations. Schwenk interpreted these results in terms of the criteria for QZy +`
effective decision making suggested by the executives. In the profit-seeking KrO oxrDcp
organizations, decision-making effectiveness was most often assessed in financial d:/8P985
terms. The executives believed that consensus rather than conflict enhanced financial ").MU[ q%Y
indicators. eXJt9olI
In the not-for-profit organizations, decision-making effectiveness was defined u\ YH,
from the perspective of satisfying constituents. Given the complexities and m"Y;GzqQl
ambiguities associated with satisfying many diverse constituents executives perceived 6OYXcPW'
that conflict led to more considered and acceptable decisions. fDc>E +,
31.In the eyes of the author, conventional opinion on conflict is________. /dTy%hZC}
A) wrong |1^>n,C
B) oversimplified rkhQoYZ[
C) misleading t~pA2?9@
D) unclear \ )'nxFKqV
注：文章第一句 }* iag\
32.Professor Charles R. Schwenk's research shows________. PfX{n5yBW8
A) the advantages and disadvantages of conflict gLv|Hu7
B) the real value of conflict u2HkAPhD
C) the difficulty in determining the optimal level of conflict u#5/s 8
D) the complexity of defining the roles of conflict * d6[k Y
注：文章第二段 ';` fMcN
33.We can learn from Schwenk's research that________. YArNJ5z=
A) a person’s view of conflict is influenced by the purpose of his organization 2mL1BG=Yk
B) conflict is necessary for managers of for-profit organizations )#-27Y
C) different people resolve conflicts in different ways EM/NT/
D) it is impossible for people to avoid conflict '^ '4C'J
注：文章第三段 Tk s;,C
34.The passage suggests that in for - profit organizations_______. Hh @q
;0ni
A) there is no end of conflict XfA3Ez,}
B) expression of different opinions is encouraged T=cSTS!P;q
C) decisions must be justifiable ja$>>5<q
D) success lies in general agreement rUfW 0
注：文章第四段，justifiable 合法化 lJ]r %YlF
35.People working in a not - for - profit organization________. Q0 ~5h?V'
A) seem to be difficult to satisfy ,oe
e'
B) are free to express diverse opinions FzmCS@yA
C) are less effective in making decisions gd<8RVA
D) find it easier to reach agreement hZnT`!iFE^
B C A D B
