第二篇 T:}Ed_m}q
Conventional wisdom about conflict seems pretty much cut and dried. Too little fi,=z
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Nv ew^c)x
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark c dGl[dQ/
creativity and motivate people in a healthy and competitive way. a\MU5%}\
Recent research by Professor Charles R. Schwenk, however, suggests that the <$=
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optimal level of conflict may be more complex to determine than these simple YWdlE7 y
generalizations. He studied perceptions of conflict among a sample of executives. Aw
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Some of the executives worked for profit-seeking organizations and others for RdY #B;
not-for-profit organizations. )1]C%)zn
Somewhat surprisingly, Schwenk found that opinions about conflict varied k~hL8ZT[
systematically as a function of the type of organization. Specifically, managers in TZ*i
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not-for-profit organizations strongly believed that conflict was beneficial to their u C}YKT>V7
organizations and that it promoted higher quality decision making than might be 2
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achieved in the absence of conflict. ca`=dwe>
Managers of for-profit organizations saw a different picture. They believed that P] x@h
conflict generally was damaging and usually led to poor-quality decision making in #".{i+3E
their organizations. Schwenk interpreted these results in terms of the criteria for ]v#T'<Nl
effective decision making suggested by the executives. In the profit-seeking Tfx Kvol'
organizations, decision-making effectiveness was most often assessed in financial $Z,+aLm b
terms. The executives believed that consensus rather than conflict enhanced financial ilHj%h*z
indicators. Gs9jX/ #
In the not-for-profit organizations, decision-making effectiveness was defined !eO?75/
from the perspective of satisfying constituents. Given the complexities and < l6CtK@
ambiguities associated with satisfying many diverse constituents executives perceived Q{a!D0;4v
that conflict led to more considered and acceptable decisions. \:#b9t{B-
31.In the eyes of the author, conventional opinion on conflict is________. c8Opc "UE
A) wrong Ay_<?F+&
B) oversimplified Op0
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C) misleading M6I1 `Lpf
D) unclear &0l Nj@/
注：文章第一句 V]8fn MH
32.Professor Charles R. Schwenk's research shows________. {.2C>p
A) the advantages and disadvantages of conflict \\T
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B) the real value of conflict OGVhb>LO1
C) the difficulty in determining the optimal level of conflict *83+!DV|
D) the complexity of defining the roles of conflict R'3i { 1
注：文章第二段 *oPSkEA{
33.We can learn from Schwenk's research that________. 0<)8
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A) a person’s view of conflict is influenced by the purpose of his organization 8e-{S~@W
B) conflict is necessary for managers of for-profit organizations 3!
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C) different people resolve conflicts in different ways B%t^QbU #\
D) it is impossible for people to avoid conflict U8c0C/
注：文章第三段 ooq>/OI0
34.The passage suggests that in for - profit organizations_______. yJr Pb"
A) there is no end of conflict n-\B z.
B) expression of different opinions is encouraged Gq{v)iN
C) decisions must be justifiable *=
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D) success lies in general agreement dV5 $L
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注：文章第四段，justifiable 合法化 WFB2 Ub7
35.People working in a not - for - profit organization________. KW 09 qar
A) seem to be difficult to satisfy hZFbiGQr\
B) are free to express diverse opinions U/ZbE
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C) are less effective in making decisions ]EK"AuEz`
D) find it easier to reach agreement o+n U {
B C A D B
