The conflict at the Continental Convention was resolved by______, giving each state an equ
A.the "Great Compromise"
B.the Compromise of 1850
C.Federalist Papers
D.the Bill of Rights
A.the "Great Compromise"
B.the Compromise of 1850
C.Federalist Papers
D.the Bill of Rights
A.conflict
B.comparison
C.contradiction
D.contrast
The passage is probably intended to answer the question "______".
A.Is war inevitable?
B.Why is there conflict and competition?
C.Is conflict desirable?
D.Can competition lead to conflict?
A.Duality of sensual body and rational thinking
B.Duality of mind and emotion
C.Conflict of peaceful nature and unrest society
D.Conflict of animal being and social being
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
The outcome of the conflict shattered the Palestinian's dream of peace and prosperity.
A.fulfilled
B.strengthened
C.destroyed
D.confirmed
Interpersonal conflict in the workplace is______.
A.an effective management tool
B.the bane of all managers
C.more common today than in the past
D.the proverbial free lunch
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. Specially, 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 of ten 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
According to conflict theorists, social control agents and systems are______.
A.liberal
B.partial
C.neutral
D.overall
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