第二篇 y47N(;vy
Conventional wisdom about conflict seems pretty much cut and dried. Too little ^N/d`IAjv
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to \t!~s^ Oox
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark f5V-;
creativity and motivate people in a healthy and competitive way. Vg NB^w
Recent research by Professor Charles R. Schwenk, however, suggests that the ,4Q4{Tx
optimal level of conflict may be more complex to determine than these simple !.6n=r8 d
generalizations. He studied perceptions of conflict among a sample of executives. 4QA~@pBX^{
Some of the executives worked for profit-seeking organizations and others for *tUOTA 3L
not-for-profit organizations. 3jAr"xc
Somewhat surprisingly, Schwenk found that opinions about conflict varied
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systematically as a function of the type of organization. Specifically, managers in }nlS&gew^
not-for-profit organizations strongly believed that conflict was beneficial to their lKsn 6c,]
organizations and that it promoted higher quality decision making than might be NT+.E[J6
achieved in the absence of conflict. H{Ewj_L
Managers of for-profit organizations saw a different picture. They believed that zFjz%:0
conflict generally was damaging and usually led to poor-quality decision making in 9ngx
kOGx
their organizations. Schwenk interpreted these results in terms of the criteria for +4:eb)e
effective decision making suggested by the executives. In the profit-seeking hWy@?r.
organizations, decision-making effectiveness was most often assessed in financial H7Q$k4\l
terms. The executives believed that consensus rather than conflict enhanced financial (I~
indicators. /wLBmh1"
In the not-for-profit organizations, decision-making effectiveness was defined dL$ iTSfz"
from the perspective of satisfying constituents. Given the complexities and GTR*3,rw
ambiguities associated with satisfying many diverse constituents executives perceived }i8y/CA
that conflict led to more considered and acceptable decisions. k ;^$Pd?t
31.In the eyes of the author, conventional opinion on conflict is________. _{jC?rzb
A) wrong \ ivxi<
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B) oversimplified 9295:Y| w1
C) misleading tpGT~Y(
D) unclear gO8d2?Oh
注：文章第一句 $BdwKk
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32.Professor Charles R. Schwenk's research shows________. 8_ }t,BC
A) the advantages and disadvantages of conflict jc"sPr v5
B) the real value of conflict J3mLjYy
C) the difficulty in determining the optimal level of conflict r,JQR)l0@V
D) the complexity of defining the roles of conflict +ALrHFG
注：文章第二段 G Y%5N= u
33.We can learn from Schwenk's research that________. b,^ "
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A) a person’s view of conflict is influenced by the purpose of his organization YIRe__7-NU
B) conflict is necessary for managers of for-profit organizations _p 6 r5Y
C) different people resolve conflicts in different ways ;d}>8w&tfy
D) it is impossible for people to avoid conflict hV(^Y)f
注：文章第三段 ^y @
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34.The passage suggests that in for - profit organizations_______. zwV!6xG
A) there is no end of conflict ?XY'< ]o
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B) expression of different opinions is encouraged )pl5nu#<
C) decisions must be justifiable q'8*bu _
D) success lies in general agreement -r U_bnm
注：文章第四段，justifiable 合法化 u9 &$`N_G
35.People working in a not - for - profit organization________. hZ 1enej)
A) seem to be difficult to satisfy /p<9C?
B) are free to express diverse opinions 8e-nzc,]
C) are less effective in making decisions {`D]%eRO
D) find it easier to reach agreement F{jxs/~
B C A D B
