第二篇 Q^;:Kl.b
Conventional wisdom about conflict seems pretty much cut and dried. Too little 8>@J W]
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to RIQ-mpg~(k
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark J5(0J 7C
creativity and motivate people in a healthy and competitive way. 2"HTD|yy
Recent research by Professor Charles R. Schwenk, however, suggests that the dQ:F 5|p
optimal level of conflict may be more complex to determine than these simple Vpne-PW
generalizations. He studied perceptions of conflict among a sample of executives. ,f{w@Er
Some of the executives worked for profit-seeking organizations and others for t7l{^d_L
not-for-profit organizations. jz`3xFy *]
Somewhat surprisingly, Schwenk found that opinions about conflict varied "w$,` M?2
systematically as a function of the type of organization. Specifically, managers in Gbjh|j=
not-for-profit organizations strongly believed that conflict was beneficial to their 5[g\.yi2_]
organizations and that it promoted higher quality decision making than might be }NoP(&ebz*
achieved in the absence of conflict. SkMFJ?J/
Managers of for-profit organizations saw a different picture. They believed that =w}JAEE|(i
conflict generally was damaging and usually led to poor-quality decision making in 0Dna+V/jI
their organizations. Schwenk interpreted these results in terms of the criteria for CvmIDRP*
effective decision making suggested by the executives. In the profit-seeking }^iqhUvT F
organizations, decision-making effectiveness was most often assessed in financial /zt M'
terms. The executives believed that consensus rather than conflict enhanced financial yw$4Hlj5
indicators. 4")`}T
In the not-for-profit organizations, decision-making effectiveness was defined QOo'Iv+EL
from the perspective of satisfying constituents. Given the complexities and *s*Y uY%y
ambiguities associated with satisfying many diverse constituents executives perceived A
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that conflict led to more considered and acceptable decisions. UL-_z ++G
31.In the eyes of the author, conventional opinion on conflict is________. E#!!tH`lgg
A) wrong uyxYCc
B) oversimplified gr SF}y!3
C) misleading .Zcz
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D) unclear zk
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注：文章第一句 ];LFv5"
32.Professor Charles R. Schwenk's research shows________. ,< x/
A) the advantages and disadvantages of conflict )rK 2%\Z
B) the real value of conflict OALNZK P
C) the difficulty in determining the optimal level of conflict "0PrdZMx
D) the complexity of defining the roles of conflict R~4X?@ZB
注：文章第二段 HCs^?
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33.We can learn from Schwenk's research that________. E(P
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A) a person’s view of conflict is influenced by the purpose of his organization D#b*M)X"
B) conflict is necessary for managers of for-profit organizations A/>Q 5)
C) different people resolve conflicts in different ways d
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D) it is impossible for people to avoid conflict "
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注：文章第三段 K:a8}w>Up
34.The passage suggests that in for - profit organizations_______. y ("WnVI
A) there is no end of conflict f1MRmp-f'
B) expression of different opinions is encouraged "l56?@- x
C) decisions must be justifiable L/" }; VI
D) success lies in general agreement [s>3xWZ+a
注：文章第四段，justifiable 合法化 0SIC=p=J
35.People working in a not - for - profit organization________. by@KdQow
A) seem to be difficult to satisfy =%X."i1A
B) are free to express diverse opinions lGd'_~'=
C) are less effective in making decisions Y@+Rb
D) find it easier to reach agreement ?G,4N<]Nu
B C A D B
