2011 年 浙江大学考博英语真题第二篇

第二篇 U<*8KiI  
Conventional wisdom about conflict seems pretty much cut and dried. Too little sX~ `Vn&  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Iw<: k  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark  H?(I-vO  
creativity and motivate people in a healthy and competitive way. %;r0,lN|II  
Recent research by Professor Charles R. Schwenk, however, suggests that the *)jhhw=34  
optimal level of conflict may be more complex to determine than these simple $#/-+>  
generalizations. He studied perceptions of conflict among a sample of executives. i.e1?Zk1  
Some of the executives worked for profit-seeking organizations and others for $bd&$@sA  
not-for-profit organizations. & bwhD.:=  
Somewhat surprisingly, Schwenk found that opinions about conflict varied |Ts|>"F'  
systematically as a function of the type of organization. Specifically, managers in
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not-for-profit organizations strongly believed that conflict was beneficial to their 2)A% 'Akf  
organizations and that it promoted higher quality decision making than might be ugwZAC  
achieved in the absence of conflict. <&+\X6w[  
Managers of for-profit organizations saw a different picture. They believed that s 9Y'MQo*  
conflict generally was damaging and usually led to poor-quality decision making in Vk/ !_)  
their organizations. Schwenk interpreted these results in terms of the criteria for vt`V<3  
effective decision making suggested by the executives. In the profit-seeking Wy[U
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organizations, decision-making effectiveness was most often assessed in financial |(Bc0sgw}  
terms. The executives believed that consensus rather than conflict enhanced financial =q%Q^  
indicators. }J~ d6m  
In the not-for-profit organizations, decision-making effectiveness was defined b=5"*=T{+  
from the perspective of satisfying constituents. Given the complexities and [=})^t?8  
ambiguities associated with satisfying many diverse constituents executives perceived UkE fuH  
that conflict led to more considered and acceptable decisions. `FjU2 O  
31.In the eyes of the author, conventional opinion on conflict is________. "h-G=vo,kl  
A) wrong T=EHue$  
B) oversimplified X#bK.WN$  
C) misleading ']N1OVw^vf  
D) unclear gH+s)6  
注：文章第一句 0%Y8M` ~s7  
32.Professor Charles R. Schwenk's research shows________. b"lzR[X,e  
A) the advantages and disadvantages of conflict m4 4"qp  
B) the real value of conflict ,G q?  
C) the difficulty in determining the optimal level of conflict \F$Vm'f_  
D) the complexity of defining the roles of conflict v0D~zV"<y  
注：文章第二段 4jOq.j  
33.We can learn from Schwenk's research that________. 9hJlc
  
A) a person’s view of conflict is influenced by the purpose of his organization fEdp^oVg  
B) conflict is necessary for managers of for-profit organizations >FVBn;1  
C) different people resolve conflicts in different ways Y$vobi$  
D) it is impossible for people to avoid conflict :>:F6Db"U  
注：文章第三段 6.!aJJLN  
34.The passage suggests that in for - profit organizations_______. SBf8Ipe  
A) there is no end of conflict ` XvuyH  
B) expression of different opinions is encouraged ]^e4coC  
C) decisions must be justifiable c#ahFpsnlw  
D) success lies in general agreement $ $=N'Q  
注：文章第四段，justifiable 合法化 ii3{HJ*C  
35.People working in a not - for - profit organization________. lU
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A) seem to be difficult to satisfy !Ojf9 6is  
B) are free to express diverse opinions 'lsG?  
C) are less effective in making decisions sp-){k  
D) find it easier to reach agreement )YtdU(^J$  
B C A D B