题目内容
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[单选题]
A．forB．onC．withD．to
A.for
B.on
C.with
D.to
提问人：网友ysh_19850701
发布时间：2022-01-07
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A、to, for
B、for, to
C、in, for
D、to, to
题目内容
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更多“A．forB．onC．withD．to”相关的问题
第2题
For a beam having a rectangular cross section, the shear stress varies ( ) with ( ). The maximum shear stress is along the ( ) axis.
A、parabolically, depth, neutral
B、linear, depth, neutral
C、parabolically, depth, longitudinal
D、linear, depth, longitudinal
第3题
As to the location of the Results section, we can state that _________.
A、it is an independent section
B、it is a composing part of a section
C、it can either be an independent section or a composing part of a section
D、it can replace the conclusion section
第5题
The purpose of the Delphi survey is to
[ A] foresee future technologies.
[ B] influence future technologies.
[ C] provide new technologies.
[D] design new technologies.
第6题
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.
点击查看答案
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
