第二篇 -Fw4;&>
Conventional wisdom about conflict seems pretty much cut and dried. Too little kc(b;E A
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to fjZveH0
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark wqoN@d
creativity and motivate people in a healthy and competitive way. +?m=f}>W1
Recent research by Professor Charles R. Schwenk, however, suggests that the *[5#g3
optimal level of conflict may be more complex to determine than these simple @_(@s*4W
generalizations. He studied perceptions of conflict among a sample of executives. )Jjw}}$}Y
Some of the executives worked for profit-seeking organizations and others for SrU
not-for-profit organizations. {Ll8 @'5
Somewhat surprisingly, Schwenk found that opinions about conflict varied n\)f.}YD8d
systematically as a function of the type of organization. Specifically, managers in I$qtf Gr
not-for-profit organizations strongly believed that conflict was beneficial to their 6!=9V0G~
organizations and that it promoted higher quality decision making than might be OZ]3OL,
achieved in the absence of conflict. @5@{Es1u
Managers of for-profit organizations saw a different picture. They believed that |;1:$E "
conflict generally was damaging and usually led to poor-quality decision making in `2U/O .rV
their organizations. Schwenk interpreted these results in terms of the criteria for W p
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effective decision making suggested by the executives. In the profit-seeking X
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organizations, decision-making effectiveness was most often assessed in financial bL#TR;*]
terms. The executives believed that consensus rather than conflict enhanced financial Fi=8B&j
indicators. %;B
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In the not-for-profit organizations, decision-making effectiveness was defined 6Kc7@oO~
from the perspective of satisfying constituents. Given the complexities and 2F(\ }%UT~
ambiguities associated with satisfying many diverse constituents executives perceived 2Rp{]s$jo
that conflict led to more considered and acceptable decisions. |,~A9
31.In the eyes of the author, conventional opinion on conflict is________. J)& +y;.
A) wrong o)
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B) oversimplified _C#(
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C) misleading ;rdLYmmx^
D) unclear jJnBwH p
注：文章第一句 Q
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32.Professor Charles R. Schwenk's research shows________. 8LKZ3Y|
A) the advantages and disadvantages of conflict )_ u'k /
B) the real value of conflict
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C) the difficulty in determining the optimal level of conflict cO+`8`kv
D) the complexity of defining the roles of conflict 4hz,F/ I
注：文章第二段 DKCy h`
33.We can learn from Schwenk's research that________. fJV VW
A) a person’s view of conflict is influenced by the purpose of his organization m$: a|'mS
B) conflict is necessary for managers of for-profit organizations e28#Yh@U
C) different people resolve conflicts in different ways VX%\_@
D) it is impossible for people to avoid conflict E6)mBAE
注：文章第三段 +rX,Sl`/
34.The passage suggests that in for - profit organizations_______. [: j_Y3-9
A) there is no end of conflict Ut =y`
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B) expression of different opinions is encouraged p}z0(lQ*~
C) decisions must be justifiable "YZ`g}sG
D) success lies in general agreement ugP R)tDfM
注：文章第四段，justifiable 合法化 i
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35.People working in a not - for - profit organization________. &YMj\KmlSg
A) seem to be difficult to satisfy n]!H,Q1,T
B) are free to express diverse opinions >6 q@Tr
C) are less effective in making decisions R 4;6Oi)
D) find it easier to reach agreement N h%8;
B C A D B
