2011 年 浙江大学考博英语真题第二篇

第二篇 tt>=V
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Conventional wisdom about conflict seems pretty much cut and dried. Too little hC=="4 -  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to zHCz[jlrMq  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark n-_-
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creativity and motivate people in a healthy and competitive way. :!Tb/1  
Recent research by Professor Charles R. Schwenk, however, suggests that the yS-owtVCGF  
optimal level of conflict may be more complex to determine than these simple JEes'H}Y  
generalizations. He studied perceptions of conflict among a sample of executives. 1{V*(=Tp  
Some of the executives worked for profit-seeking organizations and others for , *Yu~4  
not-for-profit organizations. 8~|PZ,oZ  
Somewhat surprisingly, Schwenk found that opinions about conflict varied  `#lNur\x  
systematically as a function of the type of organization. Specifically, managers in z7J2O  
not-for-profit organizations strongly believed that conflict was beneficial to their up7]Yy;o=  
organizations and that it promoted higher quality decision making than might be !(Y23w*  
achieved in the absence of conflict. cv["Ps#;`W  
Managers of for-profit organizations saw a different picture. They believed that 6(}8[i:  
conflict generally was damaging and usually led to poor-quality decision making in gI^*O@Q4{b  
their organizations. Schwenk interpreted these results in terms of the criteria for y85/qg)H^  
effective decision making suggested by the executives. In the profit-seeking (v8jVbg  
organizations, decision-making effectiveness was most often assessed in financial xAD:Z"  
terms. The executives believed that consensus rather than conflict enhanced financial Ro?aDrQ  
indicators. eJ#q! <  
In the not-for-profit organizations, decision-making effectiveness was defined LQs2!]?HT  
from the perspective of satisfying constituents. Given the complexities and rr#&0`]  
ambiguities associated with satisfying many diverse constituents executives perceived $R7n1  
that conflict led to more considered and acceptable decisions. q8.K-"f(Q  
31.In the eyes of the author, conventional opinion on conflict is________. [L,Tf_t^Y  
A) wrong TCFx+*fBd  
B) oversimplified g#1_`gK  
C) misleading T'l >$6  
D) unclear gfs?H#  
注：文章第一句 &/4W1=>(  
32.Professor Charles R. Schwenk's research shows________. Qsc%qt-l  
A) the advantages and disadvantages of conflict 40oRO0p  
B) the real value of conflict ]dc^@}1bN  
C) the difficulty in determining the optimal level of conflict }}v;V *_V  
D) the complexity of defining the roles of conflict 8|`4D 'Ln  
注：文章第二段 v3Y/D1jd"  
33.We can learn from Schwenk's research that________. 9Bl_t}0  
A) a person’s view of conflict is influenced by the purpose of his organization 70l"[Y  
B) conflict is necessary for managers of for-profit organizations 1j<=TWit  
C) different people resolve conflicts in different ways J A ]s  
D) it is impossible for people to avoid conflict INsc!xOQ  
注：文章第三段 GM{m(Y  
34.The passage suggests that in for - profit organizations_______. jAmAT/1  
A) there is no end of conflict "*WzoRA={  
B) expression of different opinions is encouraged qIa|sV\w0  
C) decisions must be justifiable {mMrD 5  
D) success lies in general agreement n0kBLn  
注：文章第四段，justifiable 合法化 16[>af0<g  
35.People working in a not - for - profit organization________. /+ vl({vV  
A) seem to be difficult to satisfy +s c|PB  
B) are free to express diverse opinions Y!v `0z  
C) are less effective in making decisions Iu^#+n  
D) find it easier to reach agreement [nxjPx9-  
B C A D B