第二篇 q e#tj/aZ
Conventional wisdom about conflict seems pretty much cut and dried. Too little TIDO@ NwF
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to }($5k]]clP
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark q<|
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creativity and motivate people in a healthy and competitive way. mq.`X:e
Recent research by Professor Charles R. Schwenk, however, suggests that the bAqA1y3=
optimal level of conflict may be more complex to determine than these simple (w3YvG.
generalizations. He studied perceptions of conflict among a sample of executives. ZLejcYS
Some of the executives worked for profit-seeking organizations and others for rM%1GPV ob
not-for-profit organizations. { VRf0c
Somewhat surprisingly, Schwenk found that opinions about conflict varied W ac&b
systematically as a function of the type of organization. Specifically, managers in %tGO?JMkd
not-for-profit organizations strongly believed that conflict was beneficial to their N4!O.POP
organizations and that it promoted higher quality decision making than might be P=
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achieved in the absence of conflict.
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Managers of for-profit organizations saw a different picture. They believed that T8$y[W-c
conflict generally was damaging and usually led to poor-quality decision making in g) jYFfGfH
their organizations. Schwenk interpreted these results in terms of the criteria for )ez9"# MH'
effective decision making suggested by the executives. In the profit-seeking usF.bkTp
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 ;e *!S}C,
indicators. sO@Tf\d
In the not-for-profit organizations, decision-making effectiveness was defined kffcm/
from the perspective of satisfying constituents. Given the complexities and + ePS14G
ambiguities associated with satisfying many diverse constituents executives perceived 5\ nAeP
that conflict led to more considered and acceptable decisions. 4V`G,W4^J
31.In the eyes of the author, conventional opinion on conflict is________. 'H;*W |:-]
A) wrong L
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B) oversimplified <LiP Eo.R
C) misleading @q) d
D) unclear [7y]n;Fy
注：文章第一句 SmO~,2=
32.Professor Charles R. Schwenk's research shows________. vFmZ<C'
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A) the advantages and disadvantages of conflict +N U G
B) the real value of conflict 5{,<j\#L
C) the difficulty in determining the optimal level of conflict sW\!hW1*x
D) the complexity of defining the roles of conflict dR]m8mdqc1
注：文章第二段 %xLh Z\
33.We can learn from Schwenk's research that________. Ny/MJ#Lq
A) a person’s view of conflict is influenced by the purpose of his organization
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B) conflict is necessary for managers of for-profit organizations X:{!n({r=
C) different people resolve conflicts in different ways I&5!=kR
D) it is impossible for people to avoid conflict om> KU$g
注：文章第三段 \9EjClf o
34.The passage suggests that in for - profit organizations_______. w0un S` \4
A) there is no end of conflict wMN]~|z>
B) expression of different opinions is encouraged R4d=S4 i
C) decisions must be justifiable ,a?
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D) success lies in general agreement (/]
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注：文章第四段，justifiable 合法化 [Ch.cE_
35.People working in a not - for - profit organization________. klhtKp_p
A) seem to be difficult to satisfy _)-o1`*-
B) are free to express diverse opinions DtnEi4h,
C) are less effective in making decisions
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D) find it easier to reach agreement O#r%>;3*
B C A D B
