2011 年 浙江大学考博英语真题第二篇

第二篇 upLjkQ)_  
Conventional wisdom about conflict seems pretty much cut and dried. Too little ^e]O-,UBk  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to y6dQ4Whv&  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 28LBvJVq@  
creativity and motivate people in a healthy and competitive way. Vx}e,(i  
Recent research by Professor Charles R. Schwenk, however, suggests that the Q>q-6/|UX  
optimal level of conflict may be more complex to determine than these simple 7KHQ0  
generalizations. He studied perceptions of conflict among a sample of executives. abAw#XQ8  
Some of the executives worked for profit-seeking organizations and others for @Di!~e6  
not-for-profit organizations. qSDn0^y  
Somewhat surprisingly, Schwenk found that opinions about conflict varied oTRidG  
systematically as a function of the type of organization. Specifically, managers in i&1rf|  
not-for-profit organizations strongly believed that conflict was beneficial to their d A'0'M  
organizations and that it promoted higher quality decision making than might be 27+~!R~Yw  
achieved in the absence of conflict. `g_r<EY8/  
Managers of for-profit organizations saw a different picture. They believed that S&'?L0  
conflict generally was damaging and usually led to poor-quality decision making in aX~Jk >a0  
their organizations. Schwenk interpreted these results in terms of the criteria for 52 *ii  
effective decision making suggested by the executives. In the profit-seeking l}iQ0v@  
organizations, decision-making effectiveness was most often assessed in financial 2cO6'?b  
terms. The executives believed that consensus rather than conflict enhanced financial ,J'_Vi  
indicators. kdWUz(  
In the not-for-profit organizations, decision-making effectiveness was defined bEB2q\|Je  
from the perspective of satisfying constituents. Given the complexities and @U4hq7xzV2  
ambiguities associated with satisfying many diverse constituents executives perceived h-//v~V)  
that conflict led to more considered and acceptable decisions. hj&~Dn(  
31.In the eyes of the author, conventional opinion on conflict is________. c:52pYf+  
A) wrong {/(.Bpld  
B) oversimplified xFekSH7[F  
C) misleading CPL,QVO9  
D) unclear 5]GgjQ  
注：文章第一句 J2 /19'QE  
32.Professor Charles R. Schwenk's research shows________. 
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A) the advantages and disadvantages of conflict B;F~6i  
B) the real value of conflict q2r$j\L%  
C) the difficulty in determining the optimal level of conflict *7-rm  
D) the complexity of defining the roles of conflict 9J~\.:jH-  
注：文章第二段 SB08-G2  
33.We can learn from Schwenk's research that________. *Wvk~  
A) a person’s view of conflict is influenced by the purpose of his organization Z:<an+v|5  
B) conflict is necessary for managers of for-profit organizations rQ_]%ies8  
C) different people resolve conflicts in different ways \@ yJbhk  
D) it is impossible for people to avoid conflict }vh4ix  
注：文章第三段 ~ +>ehU  
34.The passage suggests that in for - profit organizations_______. *Ti"8^`6  
A) there is no end of conflict F~qZIggD  
B) expression of different opinions is encouraged t$~'$kM)<  
C) decisions must be justifiable 'e' p`*  
D) success lies in general agreement _{;_wwz  
注：文章第四段，justifiable 合法化 2IE\O8b  
35.People working in a not - for - profit organization________. $/|) ,n  
A) seem to be difficult to satisfy @&EIH,c  
B) are free to express diverse opinions ;@Fb>lBhX  
C) are less effective in making decisions <K<#)mcv  
D) find it easier to reach agreement 4bp})>}jB  
B C A D B