第二篇 ]DZ~"+LaG
Conventional wisdom about conflict seems pretty much cut and dried. Too little M0]J `fL@
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 2TQ <XHA\
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Z0M|B v9_
creativity and motivate people in a healthy and competitive way.
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Recent research by Professor Charles R. Schwenk, however, suggests that the c2PBYFCyC
optimal level of conflict may be more complex to determine than these simple -r[O _[g w
generalizations. He studied perceptions of conflict among a sample of executives. $wk (4W8E
Some of the executives worked for profit-seeking organizations and others for ? ~oc4J*>(
not-for-profit organizations. I"D}amuv
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 GvL\%0Ibx
not-for-profit organizations strongly believed that conflict was beneficial to their [] R8VC>Ah
organizations and that it promoted higher quality decision making than might be %~N| RSec
achieved in the absence of conflict. x(:alG%#
Managers of for-profit organizations saw a different picture. They believed that ~Vc`AcW P
conflict generally was damaging and usually led to poor-quality decision making in Yr>7c1FZi
their organizations. Schwenk interpreted these results in terms of the criteria for = @ 1{LF;
effective decision making suggested by the executives. In the profit-seeking U bh)}G,Mg
organizations, decision-making effectiveness was most often assessed in financial q oz[x
terms. The executives believed that consensus rather than conflict enhanced financial 0 l+Jq
indicators. 6vg` 8
In the not-for-profit organizations, decision-making effectiveness was defined kU{a!ca4
from the perspective of satisfying constituents. Given the complexities and es\Fn#?O
ambiguities associated with satisfying many diverse constituents executives perceived 4@Bl 1b
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that conflict led to more considered and acceptable decisions. )p{,5"0u
31.In the eyes of the author, conventional opinion on conflict is________. R^ yh,
A) wrong :\%ZTBLL
B) oversimplified /LG } nY
C) misleading >|1-o;UU
D) unclear Lv>O BHD
注：文章第一句 t* =i8` 8
32.Professor Charles R. Schwenk's research shows________. m =60a@o]
A) the advantages and disadvantages of conflict
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B) the real value of conflict m-Qy6"eW
C) the difficulty in determining the optimal level of conflict zOYG`:/'
D) the complexity of defining the roles of conflict e1ExB#
注：文章第二段 NH+N+4d
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33.We can learn from Schwenk's research that________. ]ts^h~BZ$
A) a person’s view of conflict is influenced by the purpose of his organization "!:)qVL^
B) conflict is necessary for managers of for-profit organizations | )[&V3+|
C) different people resolve conflicts in different ways UTO$L|K
D) it is impossible for people to avoid conflict 4p>,
注：文章第三段 ]<u%jTQREd
34.The passage suggests that in for - profit organizations_______. \cHF V
A) there is no end of conflict D&D- E~b^
B) expression of different opinions is encouraged ?v&2^d4C*F
C) decisions must be justifiable %Lp#2? *
D) success lies in general agreement q,=YKw)*
注：文章第四段，justifiable 合法化 A $l
35.People working in a not - for - profit organization________. pbG v\S F
A) seem to be difficult to satisfy l7(p~+o?h>
B) are free to express diverse opinions 4H`B]Zt7
C) are less effective in making decisions w]US-
7
D) find it easier to reach agreement 5L,q,kVS
B C A D B
