第二篇 VI *$em O0
Conventional wisdom about conflict seems pretty much cut and dried. Too little ;aVZ"~a+\
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Iu=(qU
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 5Gm_\kd
creativity and motivate people in a healthy and competitive way. dk^~;m#iN
Recent research by Professor Charles R. Schwenk, however, suggests that the 'LDQ gC*%
optimal level of conflict may be more complex to determine than these simple wUJc mM;
generalizations. He studied perceptions of conflict among a sample of executives. k+*u/neh
Some of the executives worked for profit-seeking organizations and others for Tw<q,O
not-for-profit organizations. } ^\oCR@
Somewhat surprisingly, Schwenk found that opinions about conflict varied 5[0? g@aO
systematically as a function of the type of organization. Specifically, managers in Zv {'MIv&v
not-for-profit organizations strongly believed that conflict was beneficial to their -mh3DhJ,
organizations and that it promoted higher quality decision making than might be M"L=L5OH-
achieved in the absence of conflict. apn*,7ps65
Managers of for-profit organizations saw a different picture. They believed that %(Icz ?
conflict generally was damaging and usually led to poor-quality decision making in #w=~lq)9
their organizations. Schwenk interpreted these results in terms of the criteria for #O&8A
effective decision making suggested by the executives. In the profit-seeking /x *3}oI
organizations, decision-making effectiveness was most often assessed in financial DHRlWQox
terms. The executives believed that consensus rather than conflict enhanced financial f6p/5]=J26
indicators. izR"+v
In the not-for-profit organizations, decision-making effectiveness was defined MHwIA *R
from the perspective of satisfying constituents. Given the complexities and !VzC&>'v^9
ambiguities associated with satisfying many diverse constituents executives perceived 1\.pMHv/
that conflict led to more considered and acceptable decisions. 6L~n.5B~o
31.In the eyes of the author, conventional opinion on conflict is________. 5:?! =<=
A) wrong 7j{?az
a
B) oversimplified =Esa vN
C) misleading Uw:"n]G]D?
D) unclear |vC~HJpuv'
注：文章第一句 2KZneS`
32.Professor Charles R. Schwenk's research shows________. pK4)yu+
A) the advantages and disadvantages of conflict HbIF^LeY|R
B) the real value of conflict qxj(p o
C) the difficulty in determining the optimal level of conflict X wtqi@zlE
D) the complexity of defining the roles of conflict [-x7_=E#
注：文章第二段 (V@HR9?W)
33.We can learn from Schwenk's research that________. ./~(7o$
A) a person’s view of conflict is influenced by the purpose of his organization `0R./|bv\I
B) conflict is necessary for managers of for-profit organizations <oeIcN 7d
C) different people resolve conflicts in different ways ," ql5Q4
D) it is impossible for people to avoid conflict K<J9 ~
注：文章第三段 T8NxJmYqB
34.The passage suggests that in for - profit organizations_______. wKHBAW[i]
A) there is no end of conflict :gC#hmm^
B) expression of different opinions is encouraged 13 wE"-
C) decisions must be justifiable DV{=n C
D) success lies in general agreement [00m/fT6
注：文章第四段，justifiable 合法化 I}Q2Vu<
35.People working in a not - for - profit organization________. y?#
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A) seem to be difficult to satisfy eDB ;cN
B) are free to express diverse opinions u= yOu^={
C) are less effective in making decisions H)&R=s
D) find it easier to reach agreement et+0FF
,
B C A D B
