第二篇 N1 +4bR
Conventional wisdom about conflict seems pretty much cut and dried. Too little .sJys SA\
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to [!:-m6
1
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark fUp|3bBE
creativity and motivate people in a healthy and competitive way. 4iYKW2a
Recent research by Professor Charles R. Schwenk, however, suggests that the TRySl5jx@
optimal level of conflict may be more complex to determine than these simple J:~[ j
generalizations. He studied perceptions of conflict among a sample of executives. -VreBKn
Some of the executives worked for profit-seeking organizations and others for liugaRO8J
not-for-profit organizations. k}I5x1>&
Somewhat surprisingly, Schwenk found that opinions about conflict varied '.%i PMM
systematically as a function of the type of organization. Specifically, managers in ~ F?G5cN5
not-for-profit organizations strongly believed that conflict was beneficial to their P^K?E
organizations and that it promoted higher quality decision making than might be @Hspg^
achieved in the absence of conflict. C z=A{< ^g
Managers of for-profit organizations saw a different picture. They believed that Xc8= 2n
conflict generally was damaging and usually led to poor-quality decision making in up+.@h{
their organizations. Schwenk interpreted these results in terms of the criteria for ;B|^2i1Wi
effective decision making suggested by the executives. In the profit-seeking #51 4a(6
organizations, decision-making effectiveness was most often assessed in financial B&4f
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terms. The executives believed that consensus rather than conflict enhanced financial 5eiZ s
indicators. ibZt2@GB)I
In the not-for-profit organizations, decision-making effectiveness was defined (aDb^(]>
from the perspective of satisfying constituents. Given the complexities and 1
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ambiguities associated with satisfying many diverse constituents executives perceived 3 :]{(@J
that conflict led to more considered and acceptable decisions. )XmCy"xx
31.In the eyes of the author, conventional opinion on conflict is________. iXUWIgr
A) wrong Xk {!' 0
B) oversimplified PtVo7zO ye
C) misleading 1&X}1
D) unclear !p]T6_t]Q
注：文章第一句 fs2m N1
32.Professor Charles R. Schwenk's research shows________. Ph(]?MG\_
A) the advantages and disadvantages of conflict bDciZ7[b
B) the real value of conflict 8Zcol$XS'
C) the difficulty in determining the optimal level of conflict b34zhZ
D) the complexity of defining the roles of conflict (
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注：文章第二段 E/"YId `A
33.We can learn from Schwenk's research that________. h|J;6Sm@
A) a person’s view of conflict is influenced by the purpose of his organization =8$| _
B) conflict is necessary for managers of for-profit organizations 3[MdUj1y[
C) different people resolve conflicts in different ways ~mN g[]
D) it is impossible for people to avoid conflict 8q_1(& O
注：文章第三段 tP}Xhn`
34.The passage suggests that in for - profit organizations_______. Pk$}%;@v
A) there is no end of conflict J}x>~ ?W
B) expression of different opinions is encouraged MC4 28 4A5
C) decisions must be justifiable #^ 5a\XJb
D) success lies in general agreement =jJ H ^Y2
注：文章第四段，justifiable 合法化 T$: >*
35.People working in a not - for - profit organization________. gJ]Cq/gC
A) seem to be difficult to satisfy l _^T&xq8
B) are free to express diverse opinions pwa.q
C) are less effective in making decisions Vh 2Bz
D) find it easier to reach agreement R
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B C A D B
