2011 年 浙江大学考博英语真题第二篇

第二篇 Vqr&)i"b$  
Conventional wisdom about conflict seems pretty much cut and dried. Too little ij),DbWd  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to  x1et,&,  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark :U>
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creativity and motivate people in a healthy and competitive way. ^eRuj)$5A  
Recent research by Professor Charles R. Schwenk, however, suggests that the td~3N,S  
optimal level of conflict may be more complex to determine than these simple ^pP 14y*go  
generalizations. He studied perceptions of conflict among a sample of executives. 5W48z%MN  
Some of the executives worked for profit-seeking organizations and others for 9.B7Owgr89  
not-for-profit organizations. H#y"3E<s  
Somewhat surprisingly, Schwenk found that opinions about conflict varied V_kE"W)  
systematically as a function of the type of organization. Specifically, managers in uwka 2aSS  
not-for-profit organizations strongly believed that conflict was beneficial to their \v_C7R;&  
organizations and that it promoted higher quality decision making than might be [8w2U%}
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achieved in the absence of conflict. Vmc)or*#  
Managers of for-profit organizations saw a different picture. They believed that aBnbu vp  
conflict generally was damaging and usually led to poor-quality decision making in pS\>X_G3  
their organizations. Schwenk interpreted these results in terms of the criteria for vo-{3]u#=  
effective decision making suggested by the executives. In the profit-seeking &?nF';&  
organizations, decision-making effectiveness was most often assessed in financial Q/9b'^UJ  
terms. The executives believed that consensus rather than conflict enhanced financial  Ul Iw&U  
indicators. p rgjU  
In the not-for-profit organizations, decision-making effectiveness was defined fL;p^t u3  
from the perspective of satisfying constituents. Given the complexities and xJ
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ambiguities associated with satisfying many diverse constituents executives perceived 4/?Zp4g  
that conflict led to more considered and acceptable decisions. ]Yex#K   
31.In the eyes of the author, conventional opinion on conflict is________. B(LV22#  
A) wrong ^@2Vh*k  
B) oversimplified mtHz 6+  
C) misleading M'iKk[Hjfx  
D) unclear _O%p{t'q<  
注：文章第一句 }i:'f2/  
32.Professor Charles R. Schwenk's research shows________. r.;iO0[/  
A) the advantages and disadvantages of conflict lv*uXg.k^  
B) the real value of conflict . $YF|v[=  
C) the difficulty in determining the optimal level of conflict .<%M8rcj  
D) the complexity of defining the roles of conflict ^E 17_9?  
注：文章第二段 RzQS@^u*F0  
33.We can learn from Schwenk's research that________. ':]a.yA\1  
A) a person’s view of conflict is influenced by the purpose of his organization oFR'GUQC  
B) conflict is necessary for managers of for-profit organizations ^^l"brPa  
C) different people resolve conflicts in different ways D:tZiS=0  
D) it is impossible for people to avoid conflict V&v~kzLr+  
注：文章第三段 J94YMyOo  
34.The passage suggests that in for - profit organizations_______.  a|uZJ*  
A) there is no end of conflict v^fOT5\  
B) expression of different opinions is encouraged Y26l,XIV  
C) decisions must be justifiable !p2,|6Y`y  
D) success lies in general agreement @(fY4]
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注：文章第四段，justifiable 合法化 z %E!tB2o  
35.People working in a not - for - profit organization________. g8A{aHb1}  
A) seem to be difficult to satisfy u#k, G`  
B) are free to express diverse opinions @|%ICG c  
C) are less effective in making decisions ky$: C,1t  
D) find it easier to reach agreement .BDRD~kB  
B C A D B