第二篇 nh. b/\o
Conventional wisdom about conflict seems pretty much cut and dried. Too little s;>VeD)*)
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ,#
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 3#<'[TF00t
creativity and motivate people in a healthy and competitive way. 5\+EHW!o
Recent research by Professor Charles R. Schwenk, however, suggests that the
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optimal level of conflict may be more complex to determine than these simple 1bDJ}M~]z
generalizations. He studied perceptions of conflict among a sample of executives. ${
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Some of the executives worked for profit-seeking organizations and others for 2:/u2K
not-for-profit organizations. Z3I L8
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 S^)WYF5
not-for-profit organizations strongly believed that conflict was beneficial to their H&u4v2
organizations and that it promoted higher quality decision making than might be kYTOldfY2
achieved in the absence of conflict. AAdD\ %JZ
Managers of for-profit organizations saw a different picture. They believed that u[:
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conflict generally was damaging and usually led to poor-quality decision making in @q pYDnJ:
their organizations. Schwenk interpreted these results in terms of the criteria for Bd.Z+#%l"
effective decision making suggested by the executives. In the profit-seeking qU}lGf!dVn
organizations, decision-making effectiveness was most often assessed in financial o9~h%&
terms. The executives believed that consensus rather than conflict enhanced financial Y+OYo I
indicators. 3[,wMy"
In the not-for-profit organizations, decision-making effectiveness was defined
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from the perspective of satisfying constituents. Given the complexities and dp33z " <3
ambiguities associated with satisfying many diverse constituents executives perceived @yC W8]
that conflict led to more considered and acceptable decisions. Q
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31.In the eyes of the author, conventional opinion on conflict is________. /kA we *)
A) wrong b-,]A2.
B) oversimplified D l4d'&!
C) misleading _+}-H
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D) unclear |K'Gw}fX/
注：文章第一句 #:
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32.Professor Charles R. Schwenk's research shows________. B#| Z`mZ
A) the advantages and disadvantages of conflict 9*7Hoi4Ji
B) the real value of conflict H-;&xzAI
C) the difficulty in determining the optimal level of conflict M-}j9,oR`
D) the complexity of defining the roles of conflict s$js5
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注：文章第二段 l6',
33.We can learn from Schwenk's research that________. NvEm,E\|
A) a person’s view of conflict is influenced by the purpose of his organization 8=l HUn9l
B) conflict is necessary for managers of for-profit organizations L"Qh_ +
C) different people resolve conflicts in different ways T][-'0!
D) it is impossible for people to avoid conflict KyuA5jQ7
注：文章第三段 7}2sIf[I
34.The passage suggests that in for - profit organizations_______. ORV}j, Y m
A) there is no end of conflict (#f m (@T
B) expression of different opinions is encouraged /}h
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C) decisions must be justifiable j |^-1X
D) success lies in general agreement 5`1 (}
注：文章第四段，justifiable 合法化 Verbmeg&n
35.People working in a not - for - profit organization________.
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A) seem to be difficult to satisfy ~z XG<}n
B) are free to express diverse opinions <3i4NXnL2
C) are less effective in making decisions -13P 2<i+
D) find it easier to reach agreement hQd@bN8
B C A D B
