第二篇 R :5 uZAx
Conventional wisdom about conflict seems pretty much cut and dried. Too little HhZ>/5'(
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to O<`N0
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark OTj
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creativity and motivate people in a healthy and competitive way. X( )yhe_
Recent research by Professor Charles R. Schwenk, however, suggests that the ]<BT+6L
optimal level of conflict may be more complex to determine than these simple Z]SUr`Z
generalizations. He studied perceptions of conflict among a sample of executives. wBl
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Some of the executives worked for profit-seeking organizations and others for "oT&KW
not-for-profit organizations. Tr.u'b(
Somewhat surprisingly, Schwenk found that opinions about conflict varied S } 3?
systematically as a function of the type of organization. Specifically, managers in L2Fi/UWM
not-for-profit organizations strongly believed that conflict was beneficial to their GUps\:ss
organizations and that it promoted higher quality decision making than might be U?xa^QVhj
achieved in the absence of conflict. 8dLK5
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Managers of for-profit organizations saw a different picture. They believed that j"
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conflict generally was damaging and usually led to poor-quality decision making in 2dCD.9 s9~
their organizations. Schwenk interpreted these results in terms of the criteria for Gm[XnUR7V
effective decision making suggested by the executives. In the profit-seeking b?j\YX[e
organizations, decision-making effectiveness was most often assessed in financial ] 1s6=
terms. The executives believed that consensus rather than conflict enhanced financial Pyp#'du>
indicators. J(5#fo{Q.g
In the not-for-profit organizations, decision-making effectiveness was defined Aj*|r
from the perspective of satisfying constituents. Given the complexities and &9EcgazV
ambiguities associated with satisfying many diverse constituents executives perceived 0V+v)\4FE
that conflict led to more considered and acceptable decisions. 9*S9~
31.In the eyes of the author, conventional opinion on conflict is________. 0"l`M5-KP
A) wrong 8'Ie i78Ov
B) oversimplified kA/yL]m^S
C) misleading TR9dpt +T
D) unclear `h~-
注：文章第一句 `Krk
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32.Professor Charles R. Schwenk's research shows________. bh+m_$X~
A) the advantages and disadvantages of conflict hm 0MO,i"
B) the real value of conflict ;+*/YTkC+P
C) the difficulty in determining the optimal level of conflict ,7)z avA
D) the complexity of defining the roles of conflict _2WW0
注：文章第二段 9h"3u;/,
33.We can learn from Schwenk's research that________. V6&
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A) a person’s view of conflict is influenced by the purpose of his organization L]E.TvM1*
B) conflict is necessary for managers of for-profit organizations U^kk0O T^
C) different people resolve conflicts in different ways <l< y R?
D) it is impossible for people to avoid conflict 'u9y\vUy
注：文章第三段 A&V'WahC@I
34.The passage suggests that in for - profit organizations_______. ~En]sj
A) there is no end of conflict [&)*jc16
B) expression of different opinions is encouraged SP;1 XXlL
C) decisions must be justifiable k{ulu
D) success lies in general agreement a&Me#H{
注：文章第四段，justifiable 合法化 l)f 2T@bHl
35.People working in a not - for - profit organization________. sY* qf=
A) seem to be difficult to satisfy S& F;~
B) are free to express diverse opinions C8 y[B1Y
C) are less effective in making decisions 19i =kdH
D) find it easier to reach agreement 7 iQa)8,
B C A D B
