第二篇 fyHFfPEE
Conventional wisdom about conflict seems pretty much cut and dried. Too little n{Ce%gy
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 9c p j O
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark H| UGR
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creativity and motivate people in a healthy and competitive way. x&^>| 'H
Recent research by Professor Charles R. Schwenk, however, suggests that the sWtT"7>x
optimal level of conflict may be more complex to determine than these simple [- Xz:
generalizations. He studied perceptions of conflict among a sample of executives. c
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Some of the executives worked for profit-seeking organizations and others for ^jph"a C
not-for-profit organizations. 8,VX%CS#q
Somewhat surprisingly, Schwenk found that opinions about conflict varied }8lvi
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systematically as a function of the type of organization. Specifically, managers in O\~/J/u
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not-for-profit organizations strongly believed that conflict was beneficial to their .@5Ro D[ o
organizations and that it promoted higher quality decision making than might be --D&a;CO}
achieved in the absence of conflict. 6_rgj {L
Managers of for-profit organizations saw a different picture. They believed that YZ0y_it)
conflict generally was damaging and usually led to poor-quality decision making in LvM;ZfA Ev
their organizations. Schwenk interpreted these results in terms of the criteria for &7 0o4~Fr
effective decision making suggested by the executives. In the profit-seeking 3AQu\4+A
organizations, decision-making effectiveness was most often assessed in financial 'c[|\M!u
terms. The executives believed that consensus rather than conflict enhanced financial @3a I7U/I
indicators. jIvSjlm I
In the not-for-profit organizations, decision-making effectiveness was defined j]6c_r3
from the perspective of satisfying constituents. Given the complexities and _
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ambiguities associated with satisfying many diverse constituents executives perceived M9PzA'}4W6
that conflict led to more considered and acceptable decisions. ",O}{z
31.In the eyes of the author, conventional opinion on conflict is________. !kpnBgm U
A) wrong %C1*`"Jb&
B) oversimplified Yw!(]8PYdU
C) misleading Ho^rYz
D) unclear ^q@ 6((O
注：文章第一句 $D
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32.Professor Charles R. Schwenk's research shows________. RZL
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A) the advantages and disadvantages of conflict =QG0:z)K<v
B) the real value of conflict '#*5jn]CqB
C) the difficulty in determining the optimal level of conflict 0hCrEM!
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D) the complexity of defining the roles of conflict
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注：文章第二段 uG:xd0X+W
33.We can learn from Schwenk's research that________. i0jR~vF
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A) a person’s view of conflict is influenced by the purpose of his organization S!J wF&EW
B) conflict is necessary for managers of for-profit organizations m Bc2x8g)
C) different people resolve conflicts in different ways ]!mC5Ea
D) it is impossible for people to avoid conflict Pkq?tm$#
注：文章第三段 wMx# dP4W8
34.The passage suggests that in for - profit organizations_______. [m+):q^
A) there is no end of conflict s.{n
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B) expression of different opinions is encouraged \|wUxijJ*,
C) decisions must be justifiable x[m&ILr
D) success lies in general agreement E4; @P']`
注：文章第四段，justifiable 合法化 i^I
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35.People working in a not - for - profit organization________. \[CPI`yQe
A) seem to be difficult to satisfy
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B) are free to express diverse opinions g q`S`
C) are less effective in making decisions P- 2 5]-
D) find it easier to reach agreement qHtonJc
B C A D B
