第二篇 w)dnmrKDZg
Conventional wisdom about conflict seems pretty much cut and dried. Too little U9oUY> 9
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ggD T5hb
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark D4VDWv
creativity and motivate people in a healthy and competitive way. 8c5YX
Recent research by Professor Charles R. Schwenk, however, suggests that the 5Zq
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optimal level of conflict may be more complex to determine than these simple fZiAl7b!
generalizations. He studied perceptions of conflict among a sample of executives. ~i|6F~%3
Some of the executives worked for profit-seeking organizations and others for *(9 Tl]w
not-for-profit organizations. ]oP1c-GEk
Somewhat surprisingly, Schwenk found that opinions about conflict varied GD4S/fn3
systematically as a function of the type of organization. Specifically, managers in [xqV`(vM
not-for-profit organizations strongly believed that conflict was beneficial to their
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organizations and that it promoted higher quality decision making than might be M=iTwK
achieved in the absence of conflict.
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Managers of for-profit organizations saw a different picture. They believed that a0|hLqI
conflict generally was damaging and usually led to poor-quality decision making in _,drOF|e
their organizations. Schwenk interpreted these results in terms of the criteria for B%tF|KKj
effective decision making suggested by the executives. In the profit-seeking T]tP!a;K
organizations, decision-making effectiveness was most often assessed in financial b6-N2F1Fs
terms. The executives believed that consensus rather than conflict enhanced financial F x^wV^q3
indicators. %n |
In the not-for-profit organizations, decision-making effectiveness was defined h ;*x1BVE
from the perspective of satisfying constituents. Given the complexities and gWr7^u&q@|
ambiguities associated with satisfying many diverse constituents executives perceived 0=>$J
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that conflict led to more considered and acceptable decisions. QXb2jWz
31.In the eyes of the author, conventional opinion on conflict is________. S)U
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A) wrong ?F05B S#)X
B) oversimplified 'C5id7O&
C) misleading T]\
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D) unclear {4S UG o>
注：文章第一句 Y#os6|MV#
32.Professor Charles R. Schwenk's research shows________. `
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A) the advantages and disadvantages of conflict vbmt0d
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B) the real value of conflict 5|rBb[
C) the difficulty in determining the optimal level of conflict #aX#gh}1
D) the complexity of defining the roles of conflict Z=&|__ +d
注：文章第二段 t~L4wr{B
33.We can learn from Schwenk's research that________. ^Q#_
A) a person’s view of conflict is influenced by the purpose of his organization e(s0mbJE
B) conflict is necessary for managers of for-profit organizations {YiMd
oMhg
C) different people resolve conflicts in different ways p<r^{y
D) it is impossible for people to avoid conflict `dm* vd
注：文章第三段 +JI,6)Ry
34.The passage suggests that in for - profit organizations_______. 6'r;6T *
A) there is no end of conflict N k@-yZ@,8
B) expression of different opinions is encouraged }-tJ .3Zw
C) decisions must be justifiable V<
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D) success lies in general agreement N7s0Ua'-v
注：文章第四段，justifiable 合法化 CWeQv9h]X
35.People working in a not - for - profit organization________. F %V|Aa
A) seem to be difficult to satisfy YH58p&up
B) are free to express diverse opinions VKPE oy8H
C) are less effective in making decisions S
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D) find it easier to reach agreement N&G'i.w/
B C A D B
