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The growth of cell phone users in the US has tapered off from the breakneck pace of 50% annually in the late 1990s to what analysts project will be a 15% to 20% rise in 2002, and no more than that in 2003. To some extent, numerous surveys have found, slower growth in demand reflects consumer disillusionment with just about every aspect of cell-phone service--its reliability, quality, and notorious customer service.
The cooling off in demand threatens to cascade through the industry: The big six US cell-phone carriers--Verizon Wireless, Cingular Wireless, AT＆T Wireless, Sprint PCS, Voice Stream, and Nextel Communications--are engaged in a fierce price war that imperils their timetables for becoming profitable, not to mention their efforts to whittle down their mountains of debt. As the carriers have begun to cut costs wireless equipment makers--companies such as Lucent, Nokia, and Ericsson have been left with a market that’s bound to be smaller
A. the price war will reverse the present situation.
B. the wireless equipment makers will try to improve the original networks.
C. the handset makers will produce new phones with high technology.
D. the Europeans are enthusiastic about the new advanced cell-phones.
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 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
A. a person's view of conflict is influenced by the purpose of his organization
B. conflict is necessary for managers of for-profit organizations
C. different people resolve conflicts in different ways
D. it is impossible for people to avoid conflict
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