第二篇 _air'XQ&!
Conventional wisdom about conflict seems pretty much cut and dried. Too little QNgf vy
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to W 33MYw
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark ~k'SP(6#C
creativity and motivate people in a healthy and competitive way. 5}"9)LT@@w
Recent research by Professor Charles R. Schwenk, however, suggests that the @PyZ u7 '
optimal level of conflict may be more complex to determine than these simple ppK`7J>Z
generalizations. He studied perceptions of conflict among a sample of executives. jk fc=O6 ^
Some of the executives worked for profit-seeking organizations and others for Y4I;-&d's
not-for-profit organizations.
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Somewhat surprisingly, Schwenk found that opinions about conflict varied 6 ly`lu9
systematically as a function of the type of organization. Specifically, managers in *32hIiCm
not-for-profit organizations strongly believed that conflict was beneficial to their x3Ze\N8w
organizations and that it promoted higher quality decision making than might be ^K'@W
achieved in the absence of conflict. NNP u
t$.
Managers of for-profit organizations saw a different picture. They believed that EK$ 3T5e
conflict generally was damaging and usually led to poor-quality decision making in B
42 t
their organizations. Schwenk interpreted these results in terms of the criteria for }GL@?kAGR5
effective decision making suggested by the executives. In the profit-seeking .l$:0 a
organizations, decision-making effectiveness was most often assessed in financial <3C/t|s
terms. The executives believed that consensus rather than conflict enhanced financial =`Lci1#pu}
indicators. ~Y/o9x0
In the not-for-profit organizations, decision-making effectiveness was defined kBg8:bo~
from the perspective of satisfying constituents. Given the complexities and \x;`8H
ambiguities associated with satisfying many diverse constituents executives perceived qvG@kuz8g5
that conflict led to more considered and acceptable decisions. X_aC$_b
31.In the eyes of the author, conventional opinion on conflict is________. iqr/MB,W
A) wrong NWS3-iZ|8
B) oversimplified m6M
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C) misleading '|^x[8^
D) unclear VMIX=gTZ
注：文章第一句 p(Ux]_s%
32.Professor Charles R. Schwenk's research shows________. b YAtUEv
A) the advantages and disadvantages of conflict b|oT!s
B) the real value of conflict G4]( !f!Kv
C) the difficulty in determining the optimal level of conflict .C,D;T{
D) the complexity of defining the roles of conflict `IV7\}I|
注：文章第二段 #+#^cqjZ
33.We can learn from Schwenk's research that________. 2"6bz
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A) a person’s view of conflict is influenced by the purpose of his organization LS]0 p #
B) conflict is necessary for managers of for-profit organizations %y_{?|+
C) different people resolve conflicts in different ways "fu:hHq
D) it is impossible for people to avoid conflict &&g 02>gE
注：文章第三段 f 0&%
34.The passage suggests that in for - profit organizations_______. %2y5a`b
A) there is no end of conflict &EmG\vfE
B) expression of different opinions is encouraged nvQTJ4 ,,
C) decisions must be justifiable m~0Kos%^*b
D) success lies in general agreement d}Q% I
注：文章第四段，justifiable 合法化 y*%uGG5
35.People working in a not - for - profit organization________. !_P&SmK3
A) seem to be difficult to satisfy P ; h8
B) are free to express diverse opinions ALj~e#{;z
C) are less effective in making decisions T+e*' <! O
D) find it easier to reach agreement 'o~gT ;T#
B C A D B
