第二篇 Vp8t8X1`
Conventional wisdom about conflict seems pretty much cut and dried. Too little UjibQl 3:m
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to v{{Cj83S+
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark @3`:aWda
creativity and motivate people in a healthy and competitive way. KHwzQ<Z3
Recent research by Professor Charles R. Schwenk, however, suggests that the i0F.c\
optimal level of conflict may be more complex to determine than these simple bwh7.lDAl
generalizations. He studied perceptions of conflict among a sample of executives. tP; &$y. 8
Some of the executives worked for profit-seeking organizations and others for is=sV:j:
not-for-profit organizations. $ =dp)
Somewhat surprisingly, Schwenk found that opinions about conflict varied C${{&$&
systematically as a function of the type of organization. Specifically, managers in JQ{ g' cT
not-for-profit organizations strongly believed that conflict was beneficial to their q6A!xQs<
organizations and that it promoted higher quality decision making than might be 6o@}k9AN
achieved in the absence of conflict. blxAy
Managers of for-profit organizations saw a different picture. They believed that {FzL@!||
conflict generally was damaging and usually led to poor-quality decision making in 36>pa
their organizations. Schwenk interpreted these results in terms of the criteria for .DSn
H6O
effective decision making suggested by the executives. In the profit-seeking i`o}*`//
organizations, decision-making effectiveness was most often assessed in financial xe^*\6 Y
terms. The executives believed that consensus rather than conflict enhanced financial "zW3d KVc
indicators. !_ GY\@}
In the not-for-profit organizations, decision-making effectiveness was defined QS2J271E}
from the perspective of satisfying constituents. Given the complexities and Gd 0-}4S?
ambiguities associated with satisfying many diverse constituents executives perceived W- wy<<~f
that conflict led to more considered and acceptable decisions. pAS!;t= n,
31.In the eyes of the author, conventional opinion on conflict is________. FFXDt"i2
A) wrong xGbr>OqkTX
B) oversimplified a] :tn:q
C) misleading +3.Ik,Z}zq
D) unclear 8+vZ9!7
注：文章第一句 'Z2:u!E
32.Professor Charles R. Schwenk's research shows________. gA
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A) the advantages and disadvantages of conflict RAR0LKGX
B) the real value of conflict 9@AGx<S1
C) the difficulty in determining the optimal level of conflict Lm+ !/e
D) the complexity of defining the roles of conflict Hv%(9)-8
注：文章第二段 Cpaeo0Oq
33.We can learn from Schwenk's research that________. *nNzhcuR
A) a person’s view of conflict is influenced by the purpose of his organization GZT}a
MMSJ
B) conflict is necessary for managers of for-profit organizations q0WW^jwQ
C) different people resolve conflicts in different ways *ggT THy
D) it is impossible for people to avoid conflict 1wUZ
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注：文章第三段 xrx{8pf
34.The passage suggests that in for - profit organizations_______. Hxr2Q]c?u
A) there is no end of conflict XuJwZN!(
B) expression of different opinions is encouraged G],+ ?E_,
C) decisions must be justifiable 2>Kq)Ii
D) success lies in general agreement /rp4m& !
注：文章第四段，justifiable 合法化 RBx`<iBe
35.People working in a not - for - profit organization________.
.Pq8 C
A) seem to be difficult to satisfy etf ft8
B) are free to express diverse opinions )DMu`cD
C) are less effective in making decisions ~l!(I-'?g
D) find it easier to reach agreement U[d/ `
B C A D B
