第二篇 h"$ )[k~
Conventional wisdom about conflict seems pretty much cut and dried. Too little ykat0iqo
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to <b#1L
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark ^e\H V4s
creativity and motivate people in a healthy and competitive way. V18 A|]k
Recent research by Professor Charles R. Schwenk, however, suggests that the d.Ep#4
optimal level of conflict may be more complex to determine than these simple [2 \jQv\Y
generalizations. He studied perceptions of conflict among a sample of executives. Q"F" 13
Some of the executives worked for profit-seeking organizations and others for HP2J`> oo
not-for-profit organizations. :Fh#"<A&&
Somewhat surprisingly, Schwenk found that opinions about conflict varied :e rfs}I
systematically as a function of the type of organization. Specifically, managers in Gw-y6e'|Y
not-for-profit organizations strongly believed that conflict was beneficial to their n4InZ!)
organizations and that it promoted higher quality decision making than might be /^hc8X
achieved in the absence of conflict. _Nacqa
Managers of for-profit organizations saw a different picture. They believed that -]<<}@N F
conflict generally was damaging and usually led to poor-quality decision making in @id!F<+%oD
their organizations. Schwenk interpreted these results in terms of the criteria for z9Nial`p
effective decision making suggested by the executives. In the profit-seeking c"lblt5
organizations, decision-making effectiveness was most often assessed in financial 7!/ !a*z g
terms. The executives believed that consensus rather than conflict enhanced financial !xvAy3
indicators. o@sL/5,
In the not-for-profit organizations, decision-making effectiveness was defined TpcJ 1*t
from the perspective of satisfying constituents. Given the complexities and J_ 7#UjGA,
ambiguities associated with satisfying many diverse constituents executives perceived bXi(]5
that conflict led to more considered and acceptable decisions. {PK f]m
31.In the eyes of the author, conventional opinion on conflict is________. rT(b t~Z
A) wrong @%BsQm
B) oversimplified p^k*[3$0
C) misleading -% \LW1
D) unclear TeRH@oI
注：文章第一句 089v;
d 6
32.Professor Charles R. Schwenk's research shows________. Ug )eyu
A) the advantages and disadvantages of conflict lYT_Y.%I
B) the real value of conflict B ?l 0u
C) the difficulty in determining the optimal level of conflict tMH 2
D) the complexity of defining the roles of conflict >i"WKd=
注：文章第二段 VS3lz?o?6g
33.We can learn from Schwenk's research that________. :. u2^*<
A) a person’s view of conflict is influenced by the purpose of his organization RFPcH8-u7
B) conflict is necessary for managers of for-profit organizations
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C) different people resolve conflicts in different ways
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D) it is impossible for people to avoid conflict P9W?sP
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注：文章第三段 T: SqENV
34.The passage suggests that in for - profit organizations_______. <99/7>#
A) there is no end of conflict PD~vq ^@Q
B) expression of different opinions is encouraged CEAmb [h
C) decisions must be justifiable jq%}=-%KE
D) success lies in general agreement g C(@]%
注：文章第四段，justifiable 合法化 U
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35.People working in a not - for - profit organization________. 7A lL,&+
A) seem to be difficult to satisfy WIabQ_ fX
B) are free to express diverse opinions
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C) are less effective in making decisions U>sEFzBup
D) find it easier to reach agreement @,9YF }
B C A D B
