2011 年 浙江大学考博英语真题第二篇

第二篇 vW03nt86  
Conventional wisdom about conflict seems pretty much cut and dried. Too little *Vp$#Rb  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 0zqTX< A  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark &;@U54,wV  
creativity and motivate people in a healthy and competitive way. jIL$hqo  
Recent research by Professor Charles R. Schwenk, however, suggests that the
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optimal level of conflict may be more complex to determine than these simple ybVdWOqv  
generalizations. He studied perceptions of conflict among a sample of executives. 6|{uZNz  
Some of the executives worked for profit-seeking organizations and others for .E0*lem'hE  
not-for-profit organizations. *,p
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Somewhat surprisingly, Schwenk found that opinions about conflict varied <>K@#|%Y&  
systematically as a function of the type of organization. Specifically, managers in z,/y2H2  
not-for-profit organizations strongly believed that conflict was beneficial to their Ia>>b #h  
organizations and that it promoted higher quality decision making than might be t+BLO<  
achieved in the absence of conflict. ! jb{q bq  
Managers of for-profit organizations saw a different picture. They believed that parC~)b_  
conflict generally was damaging and usually led to poor-quality decision making in 8v']>5S]#  
their organizations. Schwenk interpreted these results in terms of the criteria for 1w|V'e?kb  
effective decision making suggested by the executives. In the profit-seeking G/C5o=cY  
organizations, decision-making effectiveness was most often assessed in financial .j0] hn]  
terms. The executives believed that consensus rather than conflict enhanced financial  \l8$1p  
indicators. ]qk/V:H:  
In the not-for-profit organizations, decision-making effectiveness was defined fO{E65uA  
from the perspective of satisfying constituents. Given the complexities and IWcYa.=tZ  
ambiguities associated with satisfying many diverse constituents executives perceived !T3Esv  
that conflict led to more considered and acceptable decisions. s%~p?_P   
31.In the eyes of the author, conventional opinion on conflict is________. 5CuK\<  
A) wrong >}ozEX6c2  
B) oversimplified 0yxMIX  
C) misleading o$r]Z
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D) unclear <U$A_]*w  
注：文章第一句  ]=g|e  
32.Professor Charles R. Schwenk's research shows________. kM\O2ay  
A) the advantages and disadvantages of conflict lYu1m  
B) the real value of conflict S Yvifgp  
C) the difficulty in determining the optimal level of conflict S,,3h0$X  
D) the complexity of defining the roles of conflict 8_tMiIE-pS  
注：文章第二段 [\&Mo]"0  
33.We can learn from Schwenk's research that________. 9{bzxM  
A) a person’s view of conflict is influenced by the purpose of his organization [y T4n.f  
B) conflict is necessary for managers of for-profit organizations M
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C) different people resolve conflicts in different ways e+F5FAMR68  
D) it is impossible for people to avoid conflict D4r5wc %  
注：文章第三段 SJ-g2aAT  
34.The passage suggests that in for - profit organizations_______. }x1mpPND  
A) there is no end of conflict [hS?d.D   
B) expression of different opinions is encouraged \6Ze H  
C) decisions must be justifiable rQ'tab.,]  
D) success lies in general agreement Bif A&o%  
注：文章第四段，justifiable 合法化 |pp@  
35.People working in a not - for - profit organization________. :u{0 M&  
A) seem to be difficult to satisfy W&4`eB/4}  
B) are free to express diverse opinions ]T(O;y*m   
C) are less effective in making decisions UUY-E C7X  
D) find it easier to reach agreement +c\s%Gzrh  
B C A D B