第二篇 >DeG//rv
Conventional wisdom about conflict seems pretty much cut and dried. Too little !VUxy
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to E$"( :%'v
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark P#H|at
creativity and motivate people in a healthy and competitive way. /R7qR#
Recent research by Professor Charles R. Schwenk, however, suggests that the
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optimal level of conflict may be more complex to determine than these simple O *^=
generalizations. He studied perceptions of conflict among a sample of executives. STmn%&
Some of the executives worked for profit-seeking organizations and others for (ds-p[`[m
not-for-profit organizations. a=}JW ]
Somewhat surprisingly, Schwenk found that opinions about conflict varied 8@S7_x
systematically as a function of the type of organization. Specifically, managers in q|,cMPS3
not-for-profit organizations strongly believed that conflict was beneficial to their bkk1_X
organizations and that it promoted higher quality decision making than might be u g*#rpb
achieved in the absence of conflict. <;}jf *A
Managers of for-profit organizations saw a different picture. They believed that 6yEYX'_
conflict generally was damaging and usually led to poor-quality decision making in tr3Rn
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their organizations. Schwenk interpreted these results in terms of the criteria for (GB2("p`
effective decision making suggested by the executives. In the profit-seeking <>\s#Jf/
organizations, decision-making effectiveness was most often assessed in financial Ba==Ri8$
terms. The executives believed that consensus rather than conflict enhanced financial C;7?TZ&x w
indicators. &Ohm]g8{ 2
In the not-for-profit organizations, decision-making effectiveness was defined P9h ]B u
from the perspective of satisfying constituents. Given the complexities and 1d)wE4c=Z
ambiguities associated with satisfying many diverse constituents executives perceived *opf~B_e
that conflict led to more considered and acceptable decisions. CMI'y(G N
31.In the eyes of the author, conventional opinion on conflict is________. 5y ]1 v
A) wrong wBlfQ
w-N
B) oversimplified '6U~| d
C) misleading GCS R)i|
D) unclear R'bmE:nL
注：文章第一句 5c50F{
32.Professor Charles R. Schwenk's research shows________. Fr{u=0 X
A) the advantages and disadvantages of conflict ]C.x8(2!f
B) the real value of conflict ~<b/%l>h1
C) the difficulty in determining the optimal level of conflict f+>l-6M+p
D) the complexity of defining the roles of conflict 5)X;q-
注：文章第二段
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33.We can learn from Schwenk's research that________. IH
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A) a person’s view of conflict is influenced by the purpose of his organization -"J6 |Y#8
B) conflict is necessary for managers of for-profit organizations ~x<nz/^
C) different people resolve conflicts in different ways ;A^0="x&
D) it is impossible for people to avoid conflict H
U[a b
注：文章第三段 RiHOX&-7
34.The passage suggests that in for - profit organizations_______. q-c9YOz _
A) there is no end of conflict h{zE;!+)D
B) expression of different opinions is encouraged @**@W[EM
C) decisions must be justifiable Z4YQ5O5
D) success lies in general agreement hw[ jVx
注：文章第四段，justifiable 合法化 =+ um:*a.
35.People working in a not - for - profit organization________. w)x`zVwO
A) seem to be difficult to satisfy qk}(E#.>F\
B) are free to express diverse opinions k2>gnk0
C) are less effective in making decisions Uh.XL=wY
D) find it easier to reach agreement M%=V vE.I
B C A D B
