第二篇 7,MDFO{n
Conventional wisdom about conflict seems pretty much cut and dried. Too little {t.5cX"[
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to e wo]-BQS
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark i `m&X6)\j
creativity and motivate people in a healthy and competitive way. #Tz$ona
Recent research by Professor Charles R. Schwenk, however, suggests that the ;_o1{? ~
optimal level of conflict may be more complex to determine than these simple qO;
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generalizations. He studied perceptions of conflict among a sample of executives. tx,_0[hZi
Some of the executives worked for profit-seeking organizations and others for !cLdoX
not-for-profit organizations.
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Somewhat surprisingly, Schwenk found that opinions about conflict varied J`E,Xw>2
systematically as a function of the type of organization. Specifically, managers in WH
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not-for-profit organizations strongly believed that conflict was beneficial to their o!]muO*Rm
organizations and that it promoted higher quality decision making than might be mH1 T|UI
achieved in the absence of conflict. ~[_u@8l!mN
Managers of for-profit organizations saw a different picture. They believed that fH-fEMyW
conflict generally was damaging and usually led to poor-quality decision making in B0h|Y.S8%1
their organizations. Schwenk interpreted these results in terms of the criteria for k? <.yr1
effective decision making suggested by the executives. In the profit-seeking 'YKzs ;y$
organizations, decision-making effectiveness was most often assessed in financial Uuxx^>"h\
terms. The executives believed that consensus rather than conflict enhanced financial TANv)&,|9
indicators. e^LjB/<Th
In the not-for-profit organizations, decision-making effectiveness was defined V-{3)6I$hG
from the perspective of satisfying constituents. Given the complexities and ME0vXi
ambiguities associated with satisfying many diverse constituents executives perceived ~'9\y"N1
that conflict led to more considered and acceptable decisions. w4nU86oZYl
31.In the eyes of the author, conventional opinion on conflict is________. %,1x Ol4l
A) wrong {\WRW}iO
B) oversimplified 4'+g/i1S
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C) misleading _xe fFy
D) unclear khc1<BBsT
注：文章第一句 fN_qJm#:$y
32.Professor Charles R. Schwenk's research shows________. K8
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A) the advantages and disadvantages of conflict EE D0U?
B) the real value of conflict `SH14A*
C) the difficulty in determining the optimal level of conflict ? K ,d
D) the complexity of defining the roles of conflict ,M.phRJ-`
注：文章第二段 l(y,lK=YP1
33.We can learn from Schwenk's research that________. O#do\:(b
A) a person’s view of conflict is influenced by the purpose of his organization %/4_|.8u
B) conflict is necessary for managers of for-profit organizations :c xA
C) different people resolve conflicts in different ways \8Hs[H!
D) it is impossible for people to avoid conflict `53S[8
注：文章第三段 FN w0x6,~R
34.The passage suggests that in for - profit organizations_______. *N |ak =
A) there is no end of conflict SDc8\ms
B) expression of different opinions is encouraged [v+5|twxpU
C) decisions must be justifiable I7#^'/
D) success lies in general agreement Zsn@O2
注：文章第四段，justifiable 合法化 lhC^ Upqw
35.People working in a not - for - profit organization________. p9E/#U8A_
A) seem to be difficult to satisfy 9s
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B) are free to express diverse opinions S,s#D9NU
C) are less effective in making decisions K))P
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D) find it easier to reach agreement ^;9<7 h[l
B C A D B
