更多"Why popular wisdom about the crash "的相关试题:
[单项选择]Why popular wisdom about the crash is somewhat misleading
A. The nation was obsessed with every little change on the stock market.
B. The crash plunged the nation into the Great Depression.
C. The economy was in depression long before the cras
[填空题]Why is popular wisdom about the crash is somewhat misleading
A. A.The nation is obsessed with every little change on the stock market
B.The crash plunged the nation into the Great Depression
C.The economy was in depression long before the crash.
[单项选择]
Passage Three
Conventional wisdom about conflict
seems pretty much cut and dried. Too little conflict breeds 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 stro A. wrong B. oversimplified C. misleading D. unclear
[单项选择]
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. wrong B. oversimplified C. misleading D. unclear
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