2011 年 浙江大学考博英语真题第二篇

第二篇 ^mi4q[PM  
Conventional wisdom about conflict seems pretty much cut and dried. Too little S F>D:$a  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 9#<Og>t2y  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark &>e DCs  
creativity and motivate people in a healthy and competitive way.
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Recent research by Professor Charles R. Schwenk, however, suggests that the %7msAvbk  
optimal level of conflict may be more complex to determine than these simple 2~V Im#  
generalizations. He studied perceptions of conflict among a sample of executives. #ja`+w}  
Some of the executives worked for profit-seeking organizations and others for #-T.@a1X  
not-for-profit organizations. 7X(]r1-+\  
Somewhat surprisingly, Schwenk found that opinions about conflict varied U
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systematically as a function of the type of organization. Specifically, managers in J\3} il N  
not-for-profit organizations strongly believed that conflict was beneficial to their .gGvyscdH;  
organizations and that it promoted higher quality decision making than might be 8[)]3K x  
achieved in the absence of conflict. fm%R NAPvc  
Managers of for-profit organizations saw a different picture. They believed that abeSkWUL(  
conflict generally was damaging and usually led to poor-quality decision making in T-C#xmY(  
their organizations. Schwenk interpreted these results in terms of the criteria for SDHc[66'  
effective decision making suggested by the executives. In the profit-seeking hw$c@:pW;  
organizations, decision-making effectiveness was most often assessed in financial o^Ysp&#p  
terms. The executives believed that consensus rather than conflict enhanced financial hG7S]\N_  
indicators. H
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In the not-for-profit organizations, decision-making effectiveness was defined lt6
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from the perspective of satisfying constituents. Given the complexities and ;#s}b1  
ambiguities associated with satisfying many diverse constituents executives perceived k0_$M{@Y  
that conflict led to more considered and acceptable decisions. IzdTXc f   
31.In the eyes of the author, conventional opinion on conflict is________. 1/ pA/UVO  
A) wrong t- i6F S-  
B) oversimplified +'/}[1q1/T  
C) misleading +}QBzGW`  
D) unclear !?o$-+a|  
注：文章第一句 =HY1l}\  
32.Professor Charles R. Schwenk's research shows________. 8a`+h#  
A) the advantages and disadvantages of conflict [OZ=iz.  
B) the real value of conflict 030U7VT1  
C) the difficulty in determining the optimal level of conflict :e]9T3Q  
D) the complexity of defining the roles of conflict -,Q$  
注：文章第二段 oU0 h3  
33.We can learn from Schwenk's research that________. 4b2mtLn_  
A) a person’s view of conflict is influenced by the purpose of his organization N3gNOq&  
B) conflict is necessary for managers of for-profit organizations B9e.-Xaf  
C) different people resolve conflicts in different ways 1V
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D) it is impossible for people to avoid conflict vZE|Z[M+<  
注：文章第三段 R+E_#lP_$  
34.The passage suggests that in for - profit organizations_______. hA*Z'.[  
A) there is no end of conflict ?Z Rkn+;  
B) expression of different opinions is encouraged wI! +L&Q  
C) decisions must be justifiable M_h8#7{G  
D) success lies in general agreement y98JiNq  
注：文章第四段，justifiable 合法化 eb!s '@  
35.People working in a not - for - profit organization________. 
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A) seem to be difficult to satisfy ut4r~~Ar  
B) are free to express diverse opinions %9T~8L @.  
C) are less effective in making decisions M!Z*QY."P  
D) find it easier to reach agreement 4[TS4p  
B C A D B