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Professor Charles R. Schwenk’s research shows ________. A) the advantages and disa

Professor Charles R. Schwenk’s research shows ________.

A) the advantages and disadvantages of conflict

B) the real value of conflict

C) the difficulty in determining the optimal level of conflict

D) the complexity of defining the roles of conflict

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第1题

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

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第2题

In The Theory And Practice of Translation, Eugene A. Nida and Charles R. Taber emphasize that （) .

A、each language has its own genius.

B、paraphrase is the true road for the translator.

C、the choice of words in a sentence as well as the sentence itself is affected by what goes before or comes after.

D、Chinglish should be avoided.

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第3题

Attention to detail is something everyone can and should do, especially in a tight job mar

ket. Bob Crossley, a human resources expert notices this in the job applications that come cross his desk every day. "It's amazing how. many candidates eliminate themselves, "he says.

"Resumes arrive with stains. Some candidates don't bother to spell the company's name correctly. Once I see a mistake, I eliminate the candidate," Crossley concludes. "If they cannot take care of these details, why should we trust them with a job？"

Can we pay too much attention to details？ Absolutely. Perfectionists struggle over little things at the cost of something larger they work toward. "To keep from losing the forest for the trees, "says Charles Garfield, associate professor at the University of California, San Francisco," we must constantly ask ourselves how the details we're working on fit into the larger picture. If they don't, we should drop them and move to something else."

Garfield compares this process to his work as a computer scientist at NASA. "The Apollo II moon launch was slightly off-course 90 percent of the time," says Garfield, "but a successful landing was still likely because we knew the exact coordinates of our goal. This allowed us to make adjustments as necessary. "Knowing where we want to go helps us judge the importance of every task we undertake.

Too often we believe what accounts for others' success is some special secret or a lucky break. But rarely is success so mysterious. Again and again, we see that by doing little things within our grasp well, large rewards follow.

According to the passage ,some job applicants were rejected ______.

A．because of their inadequate attention paid to details, such as the stains and misspelt company name

B．because of their inadequate education as shown in their poor spelling in writing a resume

C．because they failed to give a detailed description of their background in their applications

D．because they eliminated their names from the applicants list themselves

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第4题

"If you had to identify, in one word, the reason the human race has not achieved, and neve

r will achieve, its full potential, that word would be meetings." Thus spoke humorist Dave Barry, and many of us would agree. But it doesnt have to be this way. Some tips for having a good one: Start and end strongly. Running a productive meeting isnt rocket science. As Denver-based consultant Teri Schwartz notes, much of it boils down to opening and conducting every meeting with a purpose and closing it with a plan for "going forward." Problems arise when people forget this. "Its like flying a plane," says Schwartz. "Most crashes happen at takeoff and landing." Pick a leader. Four years ago, Clevelands KeyCorp Bank adopted a new principle: Always assign someone to lead. "The worst thing you can do is go into a meeting with no one in charge," says the banks senior EVP and chief risk officer, Charles Hyle. "It turns into a shouting match." Think small. Be realistic about what you can accomplish. "You cant solve world hunger in an hour," Schwartz says. By the same token, keep the number of attendees manageable to stimulate discussion. "When you have too many people in the room," says Hyle, "everyone clams up as if their mouths were sealed." Direct, dont dominate. "People hate it when they cant get their work done because they have to go to somebody elses meeting," says Columbia Business School professor Michael Feiner. So encourage others to speak up and get involved, especially junior staffers. "They need to believe its not his meeting or her meeting, but our meeting," Feiner says. Lay down the rules of engagement. Everyone should understand who will take notes and how decisions will be made. Remember that consensus is typically a bad thing. "It means there isnt enough dialogue or debate," says Feiner, "and thats the lifeblood of any innovative organization." Jon Petz, the author of Boring Meetings Suck, suggests assigning follow-up tasks during the final five to ten minutes, then repeating them later in a group e-mail so that theres no confusion.

In Dave Barrys opinions, meetings______.

A．have been blocking human progress

B．may fade away from the human world

C．are an important part of the human race

D．are meant to solve problems for humans

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第5题

化简命题公式：（（P→Q)（￢Q→￢P))∧R．

化简命题公式：((P→Q)∨(￢Q→￢P))∧R．

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第6题

Beats的品牌创始人是（）