第二篇 2"!s8x1$
Conventional wisdom about conflict seems pretty much cut and dried. Too little ~~X-$rtU
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to &Z 6s\r %
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark N)^`
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creativity and motivate people in a healthy and competitive way. w>h\6 43
Recent research by Professor Charles R. Schwenk, however, suggests that the BXB ZX@jVk
optimal level of conflict may be more complex to determine than these simple yw+LT,AQ.
generalizations. He studied perceptions of conflict among a sample of executives. /K\]z
Pq
Some of the executives worked for profit-seeking organizations and others for nv/'C=+L
not-for-profit organizations. B0|!s
Somewhat surprisingly, Schwenk found that opinions about conflict varied zX}t1:nc
systematically as a function of the type of organization. Specifically, managers in h0)Dj( C
not-for-profit organizations strongly believed that conflict was beneficial to their , IDCbJ
organizations and that it promoted higher quality decision making than might be _mc- CZ
achieved in the absence of conflict. yttaZhK^u
Managers of for-profit organizations saw a different picture. They believed that aGq1 YOD[$
conflict generally was damaging and usually led to poor-quality decision making in :.aMhyh#*
their organizations. Schwenk interpreted these results in terms of the criteria for dh
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effective decision making suggested by the executives. In the profit-seeking `R6dnbH
organizations, decision-making effectiveness was most often assessed in financial G[$g- NU+
terms. The executives believed that consensus rather than conflict enhanced financial Z|$ M 9E
indicators. y$[:Kh,
In the not-for-profit organizations, decision-making effectiveness was defined @jY=b<
from the perspective of satisfying constituents. Given the complexities and ^Fpc8D,
ambiguities associated with satisfying many diverse constituents executives perceived +FJ+,|i
that conflict led to more considered and acceptable decisions. ???` BF[|
31.In the eyes of the author, conventional opinion on conflict is________. w;;9YFBdM
A) wrong <NXJ&xs-+
B) oversimplified #g=
C) misleading YJu~iQ`i
D) unclear LY;Fjb yU
注：文章第一句 Hg5 :>?Lw@
32.Professor Charles R. Schwenk's research shows________. Z@,[ a
A) the advantages and disadvantages of conflict ,0a\Ka {^
B) the real value of conflict Kv9Z.DY
C) the difficulty in determining the optimal level of conflict &&g 02>gE
D) the complexity of defining the roles of conflict L yH1tF
注：文章第二段 %2y5a`b
33.We can learn from Schwenk's research that________. &EmG\vfE
A) a person’s view of conflict is influenced by the purpose of his organization nvQTJ4 ,,
B) conflict is necessary for managers of for-profit organizations 8qL.L(=\/
C) different people resolve conflicts in different ways ! k 1 Ge+
D) it is impossible for people to avoid conflict pO92cGJ8
注：文章第三段 Wh)!Ha}
34.The passage suggests that in for - profit organizations_______. R$X~d8o>%
A) there is no end of conflict
A `{hKS
B) expression of different opinions is encouraged X ,{ 3_
C) decisions must be justifiable &`oybm-p(
D) success lies in general agreement .cm2L,1h
注：文章第四段，justifiable 合法化 Al=ByX @
35.People working in a not - for - profit organization________. -9:: M}^2
A) seem to be difficult to satisfy 2VzYP~Jg
B) are free to express diverse opinions ,l Y4WO
C) are less effective in making decisions .+,U9e :%
D) find it easier to reach agreement "([/G?QAG
B C A D B
