2011 年 浙江大学考博英语真题第二篇

第二篇 @7oL#-  
Conventional wisdom about conflict seems pretty much cut and dried. Too little r
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to aUU7{o_Z  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Lel|,mc`k2  
creativity and motivate people in a healthy and competitive way. ZcJ\ZbE|  
Recent research by Professor Charles R. Schwenk, however, suggests that the QHq,/kWY  
optimal level of conflict may be more complex to determine than these simple 47K1$3P  
generalizations. He studied perceptions of conflict among a sample of executives. jszK7$]^  
Some of the executives worked for profit-seeking organizations and others for m908jI_So  
not-for-profit organizations. FRu]k Zv2  
Somewhat surprisingly, Schwenk found that opinions about conflict varied iB[~U3  
systematically as a function of the type of organization. Specifically, managers in *)M49a*UD  
not-for-profit organizations strongly believed that conflict was beneficial to their 7*5Z  
organizations and that it promoted higher quality decision making than might be 9h4({EE2t  
achieved in the absence of conflict. ~*A8+@\R  
Managers of for-profit organizations saw a different picture. They believed that ~Wo)?q8UY,  
conflict generally was damaging and usually led to poor-quality decision making in 4%nE*H%  
their organizations. Schwenk interpreted these results in terms of the criteria for )G^ KDj"  
effective decision making suggested by the executives. In the profit-seeking ?']5dD  
organizations, decision-making effectiveness was most often assessed in financial :L44]K5FL  
terms. The executives believed that consensus rather than conflict enhanced financial npJt3 Y_I  
indicators. #P l~R  
In the not-for-profit organizations, decision-making effectiveness was defined Szbb_i{_ `  
from the perspective of satisfying constituents. Given the complexities and 3b'QLfU&#  
ambiguities associated with satisfying many diverse constituents executives perceived Bp8'pj;~  
that conflict led to more considered and acceptable decisions. .Asv%p[W  
31.In the eyes of the author, conventional opinion on conflict is________. y{dTp  
A) wrong ![]``g2  
B) oversimplified V-<GT?  
C) misleading I!e})Y  
D) unclear n2)q}_d  
注：文章第一句 na9sm  
32.Professor Charles R. Schwenk's research shows________. 8!Vl
   
A) the advantages and disadvantages of conflict K+;e4_\  
B) the real value of conflict JSW ^dw&  
C) the difficulty in determining the optimal level of conflict )+:EJH~  
D) the complexity of defining the roles of conflict S30?VG9U0f  
注：文章第二段 h }B% /U  
33.We can learn from Schwenk's research that________. ^h69Kr#d4  
A) a person’s view of conflict is influenced by the purpose of his organization /YZr~|65  
B) conflict is necessary for managers of for-profit organizations a)wJT`xu  
C) different people resolve conflicts in different ways eeyHy"@  
D) it is impossible for people to avoid conflict SQX:7YF~  
注：文章第三段 Ney/[ 3 A  
34.The passage suggests that in for - profit organizations_______. 3AU;>D^5  
A) there is no end of conflict Z'"tB/=W  
B) expression of different opinions is encouraged  eEuvl`&  
C) decisions must be justifiable i\,-oO  
D) success lies in general agreement M7pOLP_1jB  
注：文章第四段，justifiable 合法化 ,yiX# ;j  
35.People working in a not - for - profit organization________. HMSO=)@+  
A) seem to be difficult to satisfy &J+
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B) are free to express diverse opinions LDPUD'  
C) are less effective in making decisions uG,5BV.M  
D) find it easier to reach agreement 0y
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B C A D B