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Conventional wisdom about conflict seems pretty much cut and dried. Too little =f 7r69I"
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to %N ARyz
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 0$P/jt
creativity and motivate people in a healthy and competitive way. C"w
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Recent research by Professor Charles R. Schwenk, however, suggests that the \%A%s*1
optimal level of conflict may be more complex to determine than these simple A( d5G^
generalizations. He studied perceptions of conflict among a sample of executives. O #kq^C}
Some of the executives worked for profit-seeking organizations and others for W WG /k17
not-for-profit organizations. #D%ygh =
Somewhat surprisingly, Schwenk found that opinions about conflict varied q/ &y*)&'O
systematically as a function of the type of organization. Specifically, managers in \5><3*\
not-for-profit organizations strongly believed that conflict was beneficial to their UlovXb
organizations and that it promoted higher quality decision making than might be >_
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achieved in the absence of conflict. ,L YFEq_
Managers of for-profit organizations saw a different picture. They believed that P= 8>c
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conflict generally was damaging and usually led to poor-quality decision making in N2,
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their organizations. Schwenk interpreted these results in terms of the criteria for eiMH['X5
effective decision making suggested by the executives. In the profit-seeking )R)
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organizations, decision-making effectiveness was most often assessed in financial QLq@u[A
terms. The executives believed that consensus rather than conflict enhanced financial C
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indicators. ;[0 &G6g
In the not-for-profit organizations, decision-making effectiveness was defined {padD p
from the perspective of satisfying constituents. Given the complexities and sq0 PBEqq
ambiguities associated with satisfying many diverse constituents executives perceived :14i?4F d
that conflict led to more considered and acceptable decisions. ": ;@Hnb/
31.In the eyes of the author, conventional opinion on conflict is________. '
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A) wrong fy s
B) oversimplified )9j06(<A
C) misleading 3`V 1XE.;
D) unclear H=MCjh&$q
注：文章第一句 OEgI_= B
32.Professor Charles R. Schwenk's research shows________. Jobiq]|>
A) the advantages and disadvantages of conflict y&J@?Hc>
B) the real value of conflict CQg X=!q
C) the difficulty in determining the optimal level of conflict zsl,,gk9Y
D) the complexity of defining the roles of conflict =!MY4&YX
注：文章第二段 A2H4k|8
33.We can learn from Schwenk's research that________. GUB`|
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A) a person’s view of conflict is influenced by the purpose of his organization > H|` y@]
B) conflict is necessary for managers of for-profit organizations sKaE-sbJY
C) different people resolve conflicts in different ways c9Es%@]
D) it is impossible for people to avoid conflict X=X\F@V:u
注：文章第三段 wdE ?SD s
34.The passage suggests that in for - profit organizations_______. HRa@
A) there is no end of conflict ><?BqRm+
B) expression of different opinions is encouraged k)(Biz398E
C) decisions must be justifiable w5C*L)l
D) success lies in general agreement WgR4Ix^L#
注：文章第四段，justifiable 合法化 ,t$,idcT+
35.People working in a not - for - profit organization________. (zo^Nn9VJ
A) seem to be difficult to satisfy D vkxI<Xa
B) are free to express diverse opinions Tp%(I"H'_;
C) are less effective in making decisions "k W!{n
D) find it easier to reach agreement US ML~]G
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B C A D B
