第二篇 &D
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88
Conventional wisdom about conflict seems pretty much cut and dried. Too little +\4=G@P.J
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to #u_-TWVt
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark sZc<h]L(g
creativity and motivate people in a healthy and competitive way. F~EriO
Recent research by Professor Charles R. Schwenk, however, suggests that the vJ!t.Vou
optimal level of conflict may be more complex to determine than these simple <3HJkcYGz
generalizations. He studied perceptions of conflict among a sample of executives. RW 5 T }
Some of the executives worked for profit-seeking organizations and others for WVZ\4y
not-for-profit organizations. Ap /WgVw ;
Somewhat surprisingly, Schwenk found that opinions about conflict varied @ o] F~x
systematically as a function of the type of organization. Specifically, managers in ~ 1p
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not-for-profit organizations strongly believed that conflict was beneficial to their
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organizations and that it promoted higher quality decision making than might be J#\/znT
achieved in the absence of conflict. "='|c-x
Managers of for-profit organizations saw a different picture. They believed that p~t $ll0s
conflict generally was damaging and usually led to poor-quality decision making in ;k >{I8L~
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 B6BOy~B0
organizations, decision-making effectiveness was most often assessed in financial \>+gZc]an
terms. The executives believed that consensus rather than conflict enhanced financial bbz86]AhY
indicators. LTxOq|/Cq
In the not-for-profit organizations, decision-making effectiveness was defined 5QlJX
from the perspective of satisfying constituents. Given the complexities and s;bqUY?LD
ambiguities associated with satisfying many diverse constituents executives perceived Q9(
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that conflict led to more considered and acceptable decisions. PWTAy\
31.In the eyes of the author, conventional opinion on conflict is________. fSj ^/>
A) wrong 74Lq!e3hMF
B) oversimplified \eN }V
C) misleading .69{GM?
D) unclear E5B:79BGO
注：文章第一句
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32.Professor Charles R. Schwenk's research shows________. xSw ^v6!2
A) the advantages and disadvantages of conflict 4]Krx
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B) the real value of conflict .2`S07Z
C) the difficulty in determining the optimal level of conflict ;:v:pg8qc
D) the complexity of defining the roles of conflict %N 2=: ;f
注：文章第二段 }nkX-PG9
33.We can learn from Schwenk's research that________. C/)Xd^#
A) a person’s view of conflict is influenced by the purpose of his organization W}Z'zU?[
B) conflict is necessary for managers of for-profit organizations $cc]pJy"}
C) different people resolve conflicts in different ways 8xLvpgcZ
D) it is impossible for people to avoid conflict )nQ.6
注：文章第三段 Ok9XC <Xu
34.The passage suggests that in for - profit organizations_______. >=wlS\:"
A) there is no end of conflict _Y=>^K]9K
B) expression of different opinions is encouraged QD s]{F#
C) decisions must be justifiable k5 (@n>p
D) success lies in general agreement O",:0<
注：文章第四段，justifiable 合法化 2-FL&DE
35.People working in a not - for - profit organization________. N\rbnr
A) seem to be difficult to satisfy P/4]x@{ih
B) are free to express diverse opinions 4; x{@Ln
C) are less effective in making decisions >Is
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D) find it easier to reach agreement 525W;
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B C A D B
