Conventional wisdom about conflict seems pretty much cut and dried. Too little conflict br

eeds apathy (冷淡) and stagnation (呆滞). Too much conflict leads to divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.

Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.

Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.

Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.

In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.

In the eyes of the author, conventional opinion on conflict is ______.

A．wrong

B．oversimplified

C．misleading

D．unclear

eeds apathy (冷淡) and stagnation (呆滞). Too much conflict leads to divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.

Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.

Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.

Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.

In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.

In the eyes of the author, conventional opinion on conflict is ______ .

A．wrong

B．oversimplified

C．misleading

D．unclear

seems pretty much cut and dried. Too little conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.

Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.

Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.

Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.

In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.

第31题：In the eyes of the author, conventional opinion on conflict is ________.

A) wrong

B) oversimplified

C) misleading

D) unclear

seems pretty much cut and dried. Too little conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.

Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for not-for-profit organizations.

Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.

Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.

In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.

第31题：In the eyes of the author, conventional opinion on conflict is ________.

A) wrong

B) oversimplified

C) misleading

D) unclear

Section B

Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.

Conventional wisdom about conflict seems pretty much cut and dried. Too little conflict breeds apathy(冷漠) and stagnation(呆滞). Too much conflict leads to divisiveness(分裂) and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.

Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perception of conflict among a sample of executives. Some of the executives worked for profit-making organizations and others for not-fur-profit organizations.

Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision making than might be achieved in the absence of conflict.

Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision making in their organizations. Schwenk interpreted these results in term of the criteria for effective decision making suggested by the executives. In the profit-seeking organization, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.

In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents executives perceived that conflict led to more considered and acceptable decisions.

In the eyes of the author, conventional opinion on conflict is______.

A．wrong

B．oversimplified

C．misleading

D．unclear

It can be inferred from the passage that ______.

A．developing countries should worry about the harm caused by polluted water and air

B．the developing countries' economy will develop more rapidly if they deal with environmental problems right now

C．the conventional wisdom has it that solving environmental problems may hurt economic growth

D．the conventional wisdom holds that dealing with environmental problems now will generally cost less

It can be inferred from the passage that ______.

A．developing countries should worry about the harm caused by polluted water and air

B．the developing countries' economy will develop more rapidly if they deal with environmental problems right now

C．the conventional wisdom has it that solving environmental problems may hurt economic growth

D．the conventional wisdom holds that dealing with environmental problems now will generally cost less

s that modem society has changed people's natural relations, loosened their responsibilities to kin and neighbors, and substituted in their place superficial relationships with passing acquaintances. However, in recent years a growing body of research has revealed that the "obvious" is not true. It seems that if you are a city resident, you typically know a smaller proportion of your neighbors than you do if you are a resident of a smaller community. But, for the most part, this fact has few significant consequences. It does not necessarily follow that if you know few of your neighbors you will know no one else.

Even in very large cities, people maintain close social ties within small, private social worlds. Indeed, the number and quality of meaningful relationships do not differ between more and less urban people. Small-town residents are more involved with kin than big-city residents. Yet city dwellers compensate by developing friendships with people who share similar interests and activities. Urbanism may produce a different style. of life, but the quality of life does not differ between town and city. Nor are residents of large communities any likelier to display psychological symptoms of stress or alienation, a feeling of not belonging, than are residents of smaller communities. However, city dwellers do worry more about crime, and this leads them to a distrust of strangers.

These findings do not imply that urbanism makes little or no difference. If neighbors are strangers to one another, they are less likely to sweep the sidewalk of an elderly couple living next door or keep an eye out for young trouble makers. Moreover, as Wirth suggested, there may be a link between a community's population size and its social heterogeneity. For in- stance, sociologists have found much evidence that the size of a community is associated with bad behavior. including gambling, drugs, etc. large-city urbanites are also more likely than their small-town counterparts to have a cosmopolitan outlook, to display less responsibility to traditional kinship roles, to vote for leftist political candidates, and to be tolerant of nontraditional religious groups, unpopular political groups, and so-called undesirables. Everything considered, heterogeneity and unusual behavior. seem to be outcomes of large population size.

Which of the following statements best describes the organization of the first paragraph?

A．Two contrasting views are presented.

B．An argument is examined and possible solutions given.

C．Research results concerning the quality of urban life are presented in order of time.

D．A detailed description of the difference between urban and small-town life is given.

te the practice. It seems so arbitrary, after all. Why does a barman get a tip, but not a doctor who saves lives?

In America alone, tipping is now a ＄16 billion-a-year industry. Consumers acting rationally ought not to pay more than they have to for a given service. Tips should not exist. So why do they? The conventional wisdom is that tips both reward the efforts of good service and reduce uncomfortable feelings of inequality. The better the service, the bigger the tip.

Such explanations no doubt explain the purported origin of tipping—in the 16th century, boxes in English taverns carried the phrase "To Insure Promptitude" (later just "TIP"). But according to new research from Cornell University, tipping no longer serves any useful function.

The paper analyses data from 2,547 groups dining at 20 different restaurants. The correlation between larger tips and better service was very weak: only a tiny part of the variability in the size of the tip had anything to do with the quality of service. Customers who rated a meal as "excellent" still tipped anywhere between 8% and 37% of the meal price.

Tipping is better explained by culture than by economics. In America, the custom has become institutionalized: it is regarded as part of the accepted cost of a service. In a New York restaurant, failing to tip at least 15% could well mean abuse from the waiter. Hairdressers can expect to get 15-20%, the man who delivers your groceries ＄2. In Europe, tipping is less common; in many restaurants, discretionary tipping is being replaced by a standard service charge. In many Asian countries, tipping has never really caught on at all.

How to account for these national differences? Look no further than psychology. According to Michael Lynn, the Cornell paper's co-author, countries in which people are more extrovert, sociable or neurotic tend to tip more. Tipping relieves anxiety about being served by strangers. And, says Mr. Lynn, "In America, where people are outgoing and expressive, tipping is about social approval. If you tip badly, people think less of you. Tipping well is a chance to show off." Icelanders, by contrast, do not usually tip—a measure of their introversion, no doubt.

While such explanations may be crude, the hard truth seems to be that tipping does not work. It does not benefit the customer. Nor, in the case of restaurants, does it actually stimulate the waiter, or help the restaurant manager to monitor and assess his staff. Service people should "just be paid a decent wage" which may actually make economic sense.

Which is tree according to the passage?

A．It is regulated that the customers must pay a tip if they want to get good service.

B．There exists the tipping custom in each country.

C．In some countries, tipping has become an industry.

D．More and more people are in favor of tipping.