第二篇
q) j_QbW) Conventional wisdom about conflict seems pretty much cut and dried. Too little
5(=5GkE)> conflict breeds apathy (冷漠) and stagnation (呆滯). Too much conflict leads to
.sCj3 sX* divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark
K2> CR$
L creativity and motivate people in a healthy and competitive way.
\_]X+o; Recent research by Professor Charles R. Schwenk, however, suggests that the
# soV'SFG optimal level of conflict may be more complex to determine than these simple
DYDeb i6 generalizations. He studied perceptions of conflict among a sample of executives.
2Onp{,'} Some of the executives worked for profit-seeking organizations and others for
QdrZi.qKH not-for-profit organizations.
Uc;~ q-??# Somewhat surprisingly, Schwenk found that opinions about conflict varied
85T"(
Hh T systematically as a function of the type of organization. Specifically, managers in
- |GKtZ]} not-for-profit organizations strongly believed that conflict was beneficial to their
\i'Z(1 organizations and that it promoted higher quality decision making than might be
g\% Z+Dc achieved in the absence of conflict.
E|vXM "zFl Managers of for-profit organizations saw a different picture. They believed that
GEK7q< conflict generally was damaging and usually led to poor-quality decision making in
ZZ n$N- their organizations. Schwenk interpreted these results in terms of the criteria for
`/O AgV"` effective decision making suggested by the executives. In the profit-seeking
Y b=77(Q V organizations, decision-making effectiveness was most often assessed in financial
V3>tW,z terms. The executives believed that consensus rather than conflict enhanced financial
|A/H*J, indicators.
njc-=o In the not-for-profit organizations, decision-making effectiveness was defined
n$F~ from the perspective of satisfying constituents. Given the complexities and
.ht-* ambiguities associated with satisfying many diverse constituents executives perceived
f"*k>=ETI that conflict led to more considered and acceptable decisions.
vc :% 31.In the eyes of the author, conventional opinion on conflict is________.
?P }bl_ A) wrong
T]JmnCX>: B) oversimplified
6O <UW. C) misleading
VV{>Kq+&,v D) unclear
}T0O~c{$i 注：文章第一句
1uO2I&B 32.Professor Charles R. Schwenk's research shows________.
R_O=WmD A) the advantages and disadvantages of conflict
f S[-K?K B) the real value of conflict
=W &Mt C) the difficulty in determining the optimal level of conflict
-@e2/6Oi D) the complexity of defining the roles of conflict
|his8\C+x 注：文章第二段
0-uw3U< 33.We can learn from Schwenk's research that________.
x_ /}R3d A) a person’s view of conflict is influenced by the purpose of his organization
XC5/$3'M& B) conflict is necessary for managers of for-profit organizations
J\Hv42 C) different people resolve conflicts in different ways
\ )=WA! D) it is impossible for people to avoid conflict
qm3H/cC9+ 注：文章第三段
b8e\(亚洲国产精品va在线观看麻豆
