第二篇 VTU(C&"S
Conventional wisdom about conflict seems pretty much cut and dried. Too little Hy5 6@jW+E
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to +p [O|
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divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark k[)
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creativity and motivate people in a healthy and competitive way. ,Wtgj=1!.
Recent research by Professor Charles R. Schwenk, however, suggests that the +IMt$}7[
optimal level of conflict may be more complex to determine than these simple $4*gi&
generalizations. He studied perceptions of conflict among a sample of executives. Cn0s?3Fm
Some of the executives worked for profit-seeking organizations and others for K4 -_a{)/
not-for-profit organizations. MV w.Fl
Somewhat surprisingly, Schwenk found that opinions about conflict varied p( )LQT!
systematically as a function of the type of organization. Specifically, managers in k{O bm
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not-for-profit organizations strongly believed that conflict was beneficial to their -BSO$'{7
organizations and that it promoted higher quality decision making than might be K:A:3~I!NW
achieved in the absence of conflict. YeVo=hYH@
Managers of for-profit organizations saw a different picture. They believed that E62_k
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conflict generally was damaging and usually led to poor-quality decision making in ej7L-~lxQ
their organizations. Schwenk interpreted these results in terms of the criteria for }u1h6rd `
effective decision making suggested by the executives. In the profit-seeking byTH SRt
organizations, decision-making effectiveness was most often assessed in financial YI;MS:Q j
terms. The executives believed that consensus rather than conflict enhanced financial jcjl q-x
indicators. C4GkFD
In the not-for-profit organizations, decision-making effectiveness was defined :Gzp
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from the perspective of satisfying constituents. Given the complexities and R\Ckk;<$
ambiguities associated with satisfying many diverse constituents executives perceived Q,Y^9g"B`~
that conflict led to more considered and acceptable decisions. Lxv6\3I+
31.In the eyes of the author, conventional opinion on conflict is________. F>5b[q6~4
A) wrong aK ]AhOG
B) oversimplified tK?XU9o
C) misleading L4ct2|w}ul
D) unclear F\v~ 2/J5v
注：文章第一句 }$sTnea
32.Professor Charles R. Schwenk's research shows________. =(Y0wZP|
A) the advantages and disadvantages of conflict 5y] %Cu1.u
B) the real value of conflict mB6%. "
C) the difficulty in determining the optimal level of conflict OEX\]!3_Fm
D) the complexity of defining the roles of conflict gIIF17|Z
注：文章第二段 1
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33.We can learn from Schwenk's research that________. @,}tY ?>a
A) a person’s view of conflict is influenced by the purpose of his organization \zwm:@lG
B) conflict is necessary for managers of for-profit organizations LU8:]zOY
C) different people resolve conflicts in different ways aR'~=t&;z1
D) it is impossible for people to avoid conflict H<;~u:; 8Q
注：文章第三段 kY6_n4
34.The passage suggests that in for - profit organizations_______. SG1AYUs
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A) there is no end of conflict ?A24h !7
B) expression of different opinions is encouraged ZR"qr
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C) decisions must be justifiable o*"Q{Xh#Qd
D) success lies in general agreement y+V>,W)r7
注：文章第四段，justifiable 合法化 `s3: Vsv4
35.People working in a not - for - profit organization________. 1'iQlnMO@
A) seem to be difficult to satisfy Iz;^D!
B) are free to express diverse opinions _ 34%St!lg
C) are less effective in making decisions 4x?I,cAN
D) find it easier to reach agreement j~>J?w9<O
B C A D B
