第二篇 ' +GY6Ecg
Conventional wisdom about conflict seems pretty much cut and dried. Too little (!?%
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to :H#D4O8UiH
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark CtUAbR
creativity and motivate people in a healthy and competitive way. +U>Y.Y P
Recent research by Professor Charles R. Schwenk, however, suggests that the s LzZ
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optimal level of conflict may be more complex to determine than these simple C' WX$!$d
generalizations. He studied perceptions of conflict among a sample of executives. @:@5BCs<
Some of the executives worked for profit-seeking organizations and others for ;iQw2XhT
not-for-profit organizations. : GFK
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Somewhat surprisingly, Schwenk found that opinions about conflict varied H_ NoW
systematically as a function of the type of organization. Specifically, managers in ~S<}q6H.
not-for-profit organizations strongly believed that conflict was beneficial to their 'j?H >'t{
organizations and that it promoted higher quality decision making than might be crx%;R
achieved in the absence of conflict. mR|']^!SE
Managers of for-profit organizations saw a different picture. They believed that mnw(x#%P
conflict generally was damaging and usually led to poor-quality decision making in |oQhtk8.
their organizations. Schwenk interpreted these results in terms of the criteria for m:k; ?p:x
effective decision making suggested by the executives. In the profit-seeking JUJrtK S
organizations, decision-making effectiveness was most often assessed in financial %|ioNXMu
terms. The executives believed that consensus rather than conflict enhanced financial MlLM
$Y-@
indicators. bIzBY+P
In the not-for-profit organizations, decision-making effectiveness was defined Tm0\Oue0
from the perspective of satisfying constituents. Given the complexities and u Tdz$Nh
ambiguities associated with satisfying many diverse constituents executives perceived j'Gezx^.<e
that conflict led to more considered and acceptable decisions. W Dr=+=Zj
31.In the eyes of the author, conventional opinion on conflict is________. &o&}5Aba9
A) wrong B7S)L#l_\
B) oversimplified _s:5)
C) misleading ^`RMf5i1m
D) unclear aU#r`D@0
注：文章第一句 o*[[nK*fL
32.Professor Charles R. Schwenk's research shows________. cnDF`7xrT
A) the advantages and disadvantages of conflict g>a%
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B) the real value of conflict _^$F^}{&
C) the difficulty in determining the optimal level of conflict ;g?o~ev 8
D) the complexity of defining the roles of conflict ^e80S^
注：文章第二段 [vnxp/v/<
33.We can learn from Schwenk's research that________. YWDd[\4
A) a person’s view of conflict is influenced by the purpose of his organization sqj8I"<`
B) conflict is necessary for managers of for-profit organizations Shss};QZf(
C) different people resolve conflicts in different ways RGBntp %
D) it is impossible for people to avoid conflict 51;Bc[)%
注：文章第三段 COxJ,v (
34.The passage suggests that in for - profit organizations_______. UY)Iu|~0b
A) there is no end of conflict aq9Ej]1b
B) expression of different opinions is encouraged R e1}aLd
C) decisions must be justifiable vJQ_mz
D) success lies in general agreement }To-c'
注：文章第四段，justifiable 合法化 !3"Hn
35.People working in a not - for - profit organization________. A8ClkLC;I
A) seem to be difficult to satisfy g{hbq[>X]
B) are free to express diverse opinions Zj)A%WTD,
C) are less effective in making decisions Wa iM\h?=#
D) find it easier to reach agreement /vqsp0e"H
B C A D B
