第二篇 Vrud R#q
Conventional wisdom about conflict seems pretty much cut and dried. Too little "LXXs0
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 2-P I JO
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark #'#4hJ*YC
creativity and motivate people in a healthy and competitive way. EJv! tyJ\[
Recent research by Professor Charles R. Schwenk, however, suggests that the qP p]K?.
optimal level of conflict may be more complex to determine than these simple ^?#@[4?"
generalizations. He studied perceptions of conflict among a sample of executives. E=A/4p6\$
Some of the executives worked for profit-seeking organizations and others for p-a]"l+L
not-for-profit organizations. FV`3,NFk
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 $B*qNYpPy.
not-for-profit organizations strongly believed that conflict was beneficial to their ER/\ +Z#Z
organizations and that it promoted higher quality decision making than might be 0H; "5
achieved in the absence of conflict. Z V0)
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Managers of for-profit organizations saw a different picture. They believed that K~P76jAe$
conflict generally was damaging and usually led to poor-quality decision making in imC&pPBB/G
their organizations. Schwenk interpreted these results in terms of the criteria for LPsh?Ca?N
effective decision making suggested by the executives. In the profit-seeking Lqg7D\7j
organizations, decision-making effectiveness was most often assessed in financial wHq('+{=&
terms. The executives believed that consensus rather than conflict enhanced financial $cyLI+uz|
indicators. ))c*_n
In the not-for-profit organizations, decision-making effectiveness was defined Q,ZkeWQ7%
from the perspective of satisfying constituents. Given the complexities and ~4l6unCI
ambiguities associated with satisfying many diverse constituents executives perceived =B 1`R %t
that conflict led to more considered and acceptable decisions. ^!N;F"
31.In the eyes of the author, conventional opinion on conflict is________. 4X<Oux*
A) wrong }S
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B) oversimplified xKRfl1
C) misleading [I#Q
D) unclear PG C07U :B
注：文章第一句 C6Um6 X9/i
32.Professor Charles R. Schwenk's research shows________. g`y/ _
A) the advantages and disadvantages of conflict T iwHLb9
B) the real value of conflict cuJ / Vc
C) the difficulty in determining the optimal level of conflict I$rW[l2
D) the complexity of defining the roles of conflict ] I N -
注：文章第二段 pP=_@ 3 D
33.We can learn from Schwenk's research that________. cx,u2~43A&
A) a person’s view of conflict is influenced by the purpose of his organization s2,`eV
B) conflict is necessary for managers of for-profit organizations 3?-V>-[G_
C) different people resolve conflicts in different ways p1[WGeV
D) it is impossible for people to avoid conflict 6'3Ey'drH
注：文章第三段 /jn:e"0~
34.The passage suggests that in for - profit organizations_______. G5C#i7cpm
A) there is no end of conflict
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B) expression of different opinions is encouraged @5uyUSt]
C) decisions must be justifiable GL oL4el
D) success lies in general agreement TU^tW
注：文章第四段，justifiable 合法化 #==[RNM%ap
35.People working in a not - for - profit organization________. 2g`uC}
A) seem to be difficult to satisfy # oS
B) are free to express diverse opinions *>R/ (Q
C) are less effective in making decisions O>{t}6o
D) find it easier to reach agreement I=Lj_UF4
B C A D B
