2011 年 浙江大学考博英语真题第二篇

第二篇 p J! mw\:  
Conventional wisdom about conflict seems pretty much cut and dried. Too little / |;RV"  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to r"3=44St  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark z;,u}u}aI  
creativity and motivate people in a healthy and competitive way. #?U}&Bd  
Recent research by Professor Charles R. Schwenk, however, suggests that the wY{-BuXv  
optimal level of conflict may be more complex to determine than these simple ^+>laOzC`8  
generalizations. He studied perceptions of conflict among a sample of executives. 2+N]PW\V  
Some of the executives worked for profit-seeking organizations and others for ` xEx^P^7  
not-for-profit organizations. 7?!d^$B  
Somewhat surprisingly, Schwenk found that opinions about conflict varied (&Kk7<#`  
systematically as a function of the type of organization. Specifically, managers in ouvA~/5  
not-for-profit organizations strongly believed that conflict was beneficial to their 'A=^Se`=  
organizations and that it promoted higher quality decision making than might be b;B%q$sntC  
achieved in the absence of conflict. kYP#SH/  
Managers of for-profit organizations saw a different picture. They believed that Wq D4YGN  
conflict generally was damaging and usually led to poor-quality decision making in d=$Mim  
their organizations. Schwenk interpreted these results in terms of the criteria for `!3SF|x&  
effective decision making suggested by the executives. In the profit-seeking hn7# L   
organizations, decision-making effectiveness was most often assessed in financial J\}
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terms. The executives believed that consensus rather than conflict enhanced financial *k7+/bU~~  
indicators. a_^\=&?'  
In the not-for-profit organizations, decision-making effectiveness was defined HYD'.uj  
from the perspective of satisfying constituents. Given the complexities and .O5Z8 p  
ambiguities associated with satisfying many diverse constituents executives perceived RtkEGxw*^  
that conflict led to more considered and acceptable decisions. :DK {Vg6  
31.In the eyes of the author, conventional opinion on conflict is________. 

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A) wrong ^&9zw\x;z  
B) oversimplified xk9%F?)
 
C) misleading 6fE7W>la  
D) unclear P8OaoPj  
注：文章第一句 f <Zxz9  
32.Professor Charles R. Schwenk's research shows________. S1T"Z{$  
A) the advantages and disadvantages of conflict TNT4<5Ol6  
B) the real value of conflict D%[mWc@1I  
C) the difficulty in determining the optimal level of conflict o)M}!MT  
D) the complexity of defining the roles of conflict kYE9M8s;  
注：文章第二段 p%up)]?0  
33.We can learn from Schwenk's research that________. h" B+hu  
A) a person’s view of conflict is influenced by the purpose of his organization `P@<3]  
B) conflict is necessary for managers of for-profit organizations *P[hy  
C) different people resolve conflicts in different ways YH}'s>xZz  
D) it is impossible for people to avoid conflict WMDl=6  
注：文章第三段 rET\n(AJ  
34.The passage suggests that in for - profit organizations_______. M5LfRBO  
A) there is no end of conflict LRxZcxmy  
B) expression of different opinions is encouraged ~p6 V,Q  
C) decisions must be justifiable dM.f]-g  
D) success lies in general agreement B B{$&Oh  
注：文章第四段，justifiable 合法化 x `eo"5.$  
35.People working in a not - for - profit organization________. Ve$o}h-  
A) seem to be difficult to satisfy Gm&Za,4%4  
B) are free to express diverse opinions q~F|  
C) are less effective in making decisions dZl5Ic  
D) find it easier to reach agreement U7,e/?a  
B C A D B