第二篇 J:!m49fF
Conventional wisdom about conflict seems pretty much cut and dried. Too little |*T3TsP u
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 5S
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark nN]GO}
creativity and motivate people in a healthy and competitive way. l[AQyR1+/
Recent research by Professor Charles R. Schwenk, however, suggests that the k"z ~>
optimal level of conflict may be more complex to determine than these simple vo]!IY
generalizations. He studied perceptions of conflict among a sample of executives. e@ mjh,
Some of the executives worked for profit-seeking organizations and others for +' ZJ]
not-for-profit organizations. =sYUzYm
Somewhat surprisingly, Schwenk found that opinions about conflict varied p" ;5J+?(
systematically as a function of the type of organization. Specifically, managers in J oCZ{MhM
not-for-profit organizations strongly believed that conflict was beneficial to their 2 lc
organizations and that it promoted higher quality decision making than might be 3b d(.he2u
achieved in the absence of conflict. S <RbC
Managers of for-profit organizations saw a different picture. They believed that i0TbsoKh:
conflict generally was damaging and usually led to poor-quality decision making in 9*&c2jh
their organizations. Schwenk interpreted these results in terms of the criteria for
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effective decision making suggested by the executives. In the profit-seeking 7'~O ai~r
organizations, decision-making effectiveness was most often assessed in financial X
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terms. The executives believed that consensus rather than conflict enhanced financial ^xt @
indicators. `B A'a" $
In the not-for-profit organizations, decision-making effectiveness was defined @7? O#WmL
from the perspective of satisfying constituents. Given the complexities and +v.<Fw2k#
ambiguities associated with satisfying many diverse constituents executives perceived E
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that conflict led to more considered and acceptable decisions. L7`=ec<
31.In the eyes of the author, conventional opinion on conflict is________. sOyL
A) wrong 4F`&W*x
B) oversimplified l"rX'g?
C) misleading (Qcd !!
D) unclear =`KA@~XH4
注：文章第一句 chE}TK
32.Professor Charles R. Schwenk's research shows________.
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A) the advantages and disadvantages of conflict x>bG xDtu*
B) the real value of conflict qN"Q3mU^h*
C) the difficulty in determining the optimal level of conflict xjy(f ~'
D) the complexity of defining the roles of conflict fpa ~~E-
注：文章第二段 {ew;
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33.We can learn from Schwenk's research that________. KjNA PfL
A) a person’s view of conflict is influenced by the purpose of his organization } 3} H}
B) conflict is necessary for managers of for-profit organizations ~+
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C) different people resolve conflicts in different ways 6dncUfB
D) it is impossible for people to avoid conflict AnK~<9WQj
注：文章第三段 -.OZ
34.The passage suggests that in for - profit organizations_______. d.0K~M
A) there is no end of conflict ]Zz.n5c
B) expression of different opinions is encouraged NZ"nG<;5
C) decisions must be justifiable mKBO<l{S
D) success lies in general agreement EeR} 34
注：文章第四段，justifiable 合法化 }a% 1$>sj
35.People working in a not - for - profit organization________. b]gVZ-
A) seem to be difficult to satisfy \^
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B) are free to express diverse opinions Fs3
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C) are less effective in making decisions bXi!_'z$
D) find it easier to reach agreement b_X&>^4Dkl
B C A D B
