第二篇 1^!SuAA@
Conventional wisdom about conflict seems pretty much cut and dried. Too little ;]u 9o}[
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to FJ:^pROpm
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark p;O%W@n"
creativity and motivate people in a healthy and competitive way. l4OrlS/ 5
Recent research by Professor Charles R. Schwenk, however, suggests that the FACw ;/rW
optimal level of conflict may be more complex to determine than these simple j3gDGw;
generalizations. He studied perceptions of conflict among a sample of executives. A&Y5z[p
Some of the executives worked for profit-seeking organizations and others for x HRSzYn$
not-for-profit organizations. *l+#<5x
Somewhat surprisingly, Schwenk found that opinions about conflict varied =p+y$
systematically as a function of the type of organization. Specifically, managers in /Mqhx_)>A
not-for-profit organizations strongly believed that conflict was beneficial to their / yOx= V
organizations and that it promoted higher quality decision making than might be \N,ox(f?gW
achieved in the absence of conflict. Zxa.x
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Managers of for-profit organizations saw a different picture. They believed that 6b2UPI7m~
conflict generally was damaging and usually led to poor-quality decision making in JVZ -nHf(9
their organizations. Schwenk interpreted these results in terms of the criteria for /jY
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effective decision making suggested by the executives. In the profit-seeking eS`VI+=@ 0
organizations, decision-making effectiveness was most often assessed in financial Q7 BbST+
terms. The executives believed that consensus rather than conflict enhanced financial 5E]t4"
indicators. a`xq
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In the not-for-profit organizations, decision-making effectiveness was defined =Zd(<&B K
from the perspective of satisfying constituents. Given the complexities and YuX JT*
ambiguities associated with satisfying many diverse constituents executives perceived bSB%hFp=Cp
that conflict led to more considered and acceptable decisions. XYE
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31.In the eyes of the author, conventional opinion on conflict is________. "y1Iu
A) wrong +r:g }i
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B) oversimplified -@orIwA&
C) misleading 7 =!9kk 0
D) unclear }A#IB
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注：文章第一句 $ [gN#QW%
32.Professor Charles R. Schwenk's research shows________. ] lB zp D
A) the advantages and disadvantages of conflict -%nD'qy,.
B) the real value of conflict Y
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C) the difficulty in determining the optimal level of conflict ,g*!NK_:5t
D) the complexity of defining the roles of conflict _plK(g-1J%
注：文章第二段 bO '\QtW9
33.We can learn from Schwenk's research that________. Sh
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A) a person’s view of conflict is influenced by the purpose of his organization 9U8M|W|d
B) conflict is necessary for managers of for-profit organizations %uW =kr
C) different people resolve conflicts in different ways Dg&84,bv^
D) it is impossible for people to avoid conflict 7_0 p& 3
注：文章第三段 -YRIe<}E -
34.The passage suggests that in for - profit organizations_______. _z\/{
A) there is no end of conflict u
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B) expression of different opinions is encouraged >oh H4:
C) decisions must be justifiable v4$/LUJZ p
D) success lies in general agreement )uPJ?
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注：文章第四段，justifiable 合法化 =ily=j"hK
35.People working in a not - for - profit organization________. Lvk}% ,S8t
A) seem to be difficult to satisfy Q7%4 `_$!
B) are free to express diverse opinions h Yu6PWK
C) are less effective in making decisions C2
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D) find it easier to reach agreement ]
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D
B C A D B
