第二篇 pD[&,gV$
Conventional wisdom about conflict seems pretty much cut and dried. Too little gYN;F u-9Z
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Ht+ro Y
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 2m*ugBO;
creativity and motivate people in a healthy and competitive way. yn ofDGAf
Recent research by Professor Charles R. Schwenk, however, suggests that the 5!9y nIC+>
optimal level of conflict may be more complex to determine than these simple bE %
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generalizations. He studied perceptions of conflict among a sample of executives. Y_faqmZ 9]
Some of the executives worked for profit-seeking organizations and others for W20- oZ8
not-for-profit organizations. 9nQyPb6
Somewhat surprisingly, Schwenk found that opinions about conflict varied Mz$qe
systematically as a function of the type of organization. Specifically, managers in U7f
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not-for-profit organizations strongly believed that conflict was beneficial to their =CF
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organizations and that it promoted higher quality decision making than might be 74
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achieved in the absence of conflict. hU(
Managers of for-profit organizations saw a different picture. They believed that
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conflict generally was damaging and usually led to poor-quality decision making in TuCHD~rb
their organizations. Schwenk interpreted these results in terms of the criteria for EhO\N\p(Q=
effective decision making suggested by the executives. In the profit-seeking O<!^^7/h0
organizations, decision-making effectiveness was most often assessed in financial ~hk! N!J\
terms. The executives believed that consensus rather than conflict enhanced financial W!8$:Ih_Z
indicators. 5C*Zb3VG4
In the not-for-profit organizations, decision-making effectiveness was defined tZ=|1lM
from the perspective of satisfying constituents. Given the complexities and .6n| hYe
ambiguities associated with satisfying many diverse constituents executives perceived gHUW1E
that conflict led to more considered and acceptable decisions. 2\$<&]q
31.In the eyes of the author, conventional opinion on conflict is________.
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A) wrong Gg6cjc =dC
B) oversimplified tMf5TiWu@
C) misleading L}8 }Pns?&
D) unclear 3S^Qo9S
注：文章第一句 79Q,XRWh|
32.Professor Charles R. Schwenk's research shows________. .*FlB>1jy
A) the advantages and disadvantages of conflict ZMyd+C_P2
B) the real value of conflict $\4O r
C) the difficulty in determining the optimal level of conflict e!i.u'z
D) the complexity of defining the roles of conflict
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注：文章第二段 H'EBe;ccM
33.We can learn from Schwenk's research that________. N/^[c+J[E
A) a person’s view of conflict is influenced by the purpose of his organization v Ma$JPauI
B) conflict is necessary for managers of for-profit organizations rUiUv (q
C) different people resolve conflicts in different ways #@5 jOi
D) it is impossible for people to avoid conflict H~hAm
注：文章第三段 C $c.(5/O
34.The passage suggests that in for - profit organizations_______. Z[j-.,Qu
A) there is no end of conflict >W8 PLo+i
B) expression of different opinions is encouraged S
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C) decisions must be justifiable .fW`/BXE
D) success lies in general agreement G
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注：文章第四段，justifiable 合法化 J Y> I
35.People working in a not - for - profit organization________. Sag\wKV8
A) seem to be difficult to satisfy tQ?}x#J
B) are free to express diverse opinions bL7mlh
C) are less effective in making decisions wA)R7%&
D) find it easier to reach agreement s*}d`"YvH
B C A D B
