第二篇 _"%-=^_
Conventional wisdom about conflict seems pretty much cut and dried. Too little ];o[Yn'>o
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to onAC;< w
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 4ky@rcD 1
creativity and motivate people in a healthy and competitive way. 9AdA|/WV
Recent research by Professor Charles R. Schwenk, however, suggests that the [8Zvs=1
optimal level of conflict may be more complex to determine than these simple t<2B3&o1
generalizations. He studied perceptions of conflict among a sample of executives. P 6|\
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Some of the executives worked for profit-seeking organizations and others for n XO J
not-for-profit organizations. 2oFHP_HVfu
Somewhat surprisingly, Schwenk found that opinions about conflict varied !* C9NX
systematically as a function of the type of organization. Specifically, managers in r8E)GBH-|
not-for-profit organizations strongly believed that conflict was beneficial to their g4 |s9RMD
organizations and that it promoted higher quality decision making than might be 9n${M:F
achieved in the absence of conflict. z!GLug*j`
Managers of for-profit organizations saw a different picture. They believed that -q.tU*xf'
conflict generally was damaging and usually led to poor-quality decision making in Xr@]7: ,
their organizations. Schwenk interpreted these results in terms of the criteria for ]dKLzW:l
effective decision making suggested by the executives. In the profit-seeking eD4o8[s
organizations, decision-making effectiveness was most often assessed in financial
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terms. The executives believed that consensus rather than conflict enhanced financial }t[?g)"M#-
indicators. (ft8,^=4
In the not-for-profit organizations, decision-making effectiveness was defined A%pBvULH
from the perspective of satisfying constituents. Given the complexities and (hn@+hc
ambiguities associated with satisfying many diverse constituents executives perceived OA_Bz"
that conflict led to more considered and acceptable decisions. o7*z@R "
31.In the eyes of the author, conventional opinion on conflict is________. 2 R !1Vl
A) wrong L+& eY?A
B) oversimplified 7aJLC!
C) misleading x05y U
D) unclear q7
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注：文章第一句 R)3P"sGuN
32.Professor Charles R. Schwenk's research shows________. ",c(cYVW
A) the advantages and disadvantages of conflict ,3t(' SE
B) the real value of conflict S&A, Q'
C) the difficulty in determining the optimal level of conflict yu' 2
D) the complexity of defining the roles of conflict F8J;L](Dq
注：文章第二段 I&oHVFY+
33.We can learn from Schwenk's research that________. a3wTcp "r
A) a person’s view of conflict is influenced by the purpose of his organization U}55;4^ LX
B) conflict is necessary for managers of for-profit organizations o!`.LL%
C) different people resolve conflicts in different ways GB1[`U%
D) it is impossible for people to avoid conflict <|_/i/H
注：文章第三段 3McBTa!
34.The passage suggests that in for - profit organizations_______. >;N0( xB
A) there is no end of conflict ,!BiB*
B) expression of different opinions is encouraged QfuKpcT &
C) decisions must be justifiable M+X>!Os
D) success lies in general agreement e~C^*w L
注：文章第四段，justifiable 合法化 !\
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35.People working in a not - for - profit organization________. 2
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(b2b
A) seem to be difficult to satisfy
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B) are free to express diverse opinions [-)N}rL>
C) are less effective in making decisions `B+ P$K< X
D) find it easier to reach agreement i]:T{2
B C A D B
