第二篇 vCn\_Nu;W&
Conventional wisdom about conflict seems pretty much cut and dried. Too little [@/s! i @
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to d)L,kzN
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 4{LKT^(!f
creativity and motivate people in a healthy and competitive way. 34 I Cn~
Recent research by Professor Charles R. Schwenk, however, suggests that the Vn?|\3KY
optimal level of conflict may be more complex to determine than these simple bpdluWS+ )
generalizations. He studied perceptions of conflict among a sample of executives. Vw5Pg t x
Some of the executives worked for profit-seeking organizations and others for / @0
not-for-profit organizations. }ni@]k#q<
Somewhat surprisingly, Schwenk found that opinions about conflict varied ^_k`@SU
systematically as a function of the type of organization. Specifically, managers in R_b)2 FU1y
not-for-profit organizations strongly believed that conflict was beneficial to their 0iVeM!bM
organizations and that it promoted higher quality decision making than might be @-.Tgpe@a
achieved in the absence of conflict. yXBWu=w3`O
Managers of for-profit organizations saw a different picture. They believed that j a^
conflict generally was damaging and usually led to poor-quality decision making in 5E} !TL$
their organizations. Schwenk interpreted these results in terms of the criteria for I?CfdI
effective decision making suggested by the executives. In the profit-seeking RM#.-gW
organizations, decision-making effectiveness was most often assessed in financial a#m T@l\
terms. The executives believed that consensus rather than conflict enhanced financial #-kx$(''V
indicators. >[4C QK`U
In the not-for-profit organizations, decision-making effectiveness was defined 7e6;
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from the perspective of satisfying constituents. Given the complexities and ]wEFm;N
ambiguities associated with satisfying many diverse constituents executives perceived Gg6<4T1
that conflict led to more considered and acceptable decisions. G1ED=N_#
31.In the eyes of the author, conventional opinion on conflict is________. 2bxW`.fa
A) wrong 2E@g# :3
B) oversimplified [y(<1]i-a
C) misleading E|x t\ *
D) unclear 7|X.E
注：文章第一句 +lw1 v
32.Professor Charles R. Schwenk's research shows________. ef:YYt{|q
A) the advantages and disadvantages of conflict 1=mb2A
B) the real value of conflict W&e}*
C) the difficulty in determining the optimal level of conflict e V(
D) the complexity of defining the roles of conflict bjql<x5d
注：文章第二段 '(SqHP|8&g
33.We can learn from Schwenk's research that________. e?fA3Fug
A) a person’s view of conflict is influenced by the purpose of his organization ABU~V+'2
B) conflict is necessary for managers of for-profit organizations 0> U7]wZKc
C) different people resolve conflicts in different ways n o7Q%O9
D) it is impossible for people to avoid conflict 1U8/.x|
注：文章第三段 htOVt\+!34
34.The passage suggests that in for - profit organizations_______. =S|dzgS/
A) there is no end of conflict kNv/ L $oG
B) expression of different opinions is encouraged }!jn%@_y@
C) decisions must be justifiable LteZ7e
D) success lies in general agreement oZw #]Q@
注：文章第四段，justifiable 合法化 Wqas1yL_
35.People working in a not - for - profit organization________. @'JA3V}
A) seem to be difficult to satisfy 5k `D f/
B) are free to express diverse opinions P5oYv
C) are less effective in making decisions aThvq%;
D) find it easier to reach agreement H1hADn
B C A D B
