第二篇 U?.cbB
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Conventional wisdom about conflict seems pretty much cut and dried. Too little 6G0Y ,B7&
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to '2X6 >6`w
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark DITo.PU
creativity and motivate people in a healthy and competitive way. HmQ.'
Recent research by Professor Charles R. Schwenk, however, suggests that the C(@#I7 G
optimal level of conflict may be more complex to determine than these simple
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generalizations. He studied perceptions of conflict among a sample of executives. J VxGS{Z
Some of the executives worked for profit-seeking organizations and others for R.'-jvO
not-for-profit organizations. lNRGlTD%
Somewhat surprisingly, Schwenk found that opinions about conflict varied
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systematically as a function of the type of organization. Specifically, managers in rK@XC +`S
not-for-profit organizations strongly believed that conflict was beneficial to their ]/ffA|"U`
organizations and that it promoted higher quality decision making than might be c+A$ [
achieved in the absence of conflict. "kS!
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Managers of for-profit organizations saw a different picture. They believed that ($or@lfs
conflict generally was damaging and usually led to poor-quality decision making in M%(^GdI#Vf
their organizations. Schwenk interpreted these results in terms of the criteria for xP+`scv*m#
effective decision making suggested by the executives. In the profit-seeking 1LZ[i89&%
organizations, decision-making effectiveness was most often assessed in financial DV{0 |E
terms. The executives believed that consensus rather than conflict enhanced financial UI%Z`. &
indicators. scQnL '
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In the not-for-profit organizations, decision-making effectiveness was defined oT0TbZu%
from the perspective of satisfying constituents. Given the complexities and 1W r,E#+C
ambiguities associated with satisfying many diverse constituents executives perceived .$" 13"
that conflict led to more considered and acceptable decisions. h
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31.In the eyes of the author, conventional opinion on conflict is________. N5d)&a
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A) wrong 1tIJ'#6
B) oversimplified
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C) misleading 4..M *U
D) unclear 3ZUME\U
注：文章第一句 yQ!I`T>a
32.Professor Charles R. Schwenk's research shows________. F87 /p
A) the advantages and disadvantages of conflict lW|`8ykp
B) the real value of conflict zQ~ax!}R
C) the difficulty in determining the optimal level of conflict u
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D) the complexity of defining the roles of conflict pv]2"|]V)
注：文章第二段 l0 w<NZ F
33.We can learn from Schwenk's research that________. x/dyb.
A) a person’s view of conflict is influenced by the purpose of his organization BIh^b?:zU
B) conflict is necessary for managers of for-profit organizations ")YD~ZA%)
C) different people resolve conflicts in different ways yu>)[ |-
D) it is impossible for people to avoid conflict UQ# t &
注：文章第三段 G e7Uety
34.The passage suggests that in for - profit organizations_______. >@)p*y.K
A) there is no end of conflict HtV 8=.^
B) expression of different opinions is encouraged fSVb.MZa7
C) decisions must be justifiable UvR.?js(O
D) success lies in general agreement 7 !dj&?
注：文章第四段，justifiable 合法化 $0Ys{m
35.People working in a not - for - profit organization________. |Iknk,
A) seem to be difficult to satisfy {l"(EeW6)
B) are free to express diverse opinions 4sq](! A
C) are less effective in making decisions 2]]}Xvx4#
D) find it easier to reach agreement H'+3<t>
B C A D B
