2011 年 浙江大学考博英语真题第二篇

第二篇 iz[IK%K  
Conventional wisdom about conflict seems pretty much cut and dried. Too little ]m&Ss  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to <%|u1cn~!v  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark a3:45[SO4e  
creativity and motivate people in a healthy and competitive way. "9X(.v0ze  
Recent research by Professor Charles R. Schwenk, however, suggests that the ]A\qI>,  
optimal level of conflict may be more complex to determine than these simple >po l
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generalizations. He studied perceptions of conflict among a sample of executives. bF;|0X$ x  
Some of the executives worked for profit-seeking organizations and others for "-5FUKI-  
not-for-profit organizations. lA6{TH.x  
Somewhat surprisingly, Schwenk found that opinions about conflict varied ;Hp78!#,  
systematically as a function of the type of organization. Specifically, managers in G7GKO  
not-for-profit organizations strongly believed that conflict was beneficial to their {~#01p5  
organizations and that it promoted higher quality decision making than might be @QYCoEU8J  
achieved in the absence of conflict. E+ XR[p  
Managers of for-profit organizations saw a different picture. They believed that XCgC^c'  
conflict generally was damaging and usually led to poor-quality decision making in 1xsJz^%V  
their organizations. Schwenk interpreted these results in terms of the criteria for \|4 F?Y  
effective decision making suggested by the executives. In the profit-seeking 1b7?6CqV  
organizations, decision-making effectiveness was most often assessed in financial =:TQ_>$Nc2  
terms. The executives believed that consensus rather than conflict enhanced financial U`{
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indicators. 6aAN8wO;b  
In the not-for-profit organizations, decision-making effectiveness was defined 3EA_-?  
from the perspective of satisfying constituents. Given the complexities and od!s5f!  
ambiguities associated with satisfying many diverse constituents executives perceived E1A5<^t  
that conflict led to more considered and acceptable decisions. HR  
31.In the eyes of the author, conventional opinion on conflict is________. v9gaRqi8  
A) wrong ZY
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B) oversimplified i4SWFa``  
C) misleading On+0@hh  
D) unclear LsK fCB}  
注：文章第一句 C+C1(b;1  
32.Professor Charles R. Schwenk's research shows________. On@p5YRwW  
A) the advantages and disadvantages of conflict ,(+ZD@Rg  
B) the real value of conflict 2T"[$iH!7  
C) the difficulty in determining the optimal level of conflict <1U *{y  
D) the complexity of defining the roles of conflict D6P/39}W  
注：文章第二段 Sh<A936/E  
33.We can learn from Schwenk's research that________. <9Ytv|t@0  
A) a person’s view of conflict is influenced by the purpose of his organization A&Q!W)=  
B) conflict is necessary for managers of for-profit organizations I=8M
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C) different people resolve conflicts in different ways t\ 9Y)d  
D) it is impossible for people to avoid conflict O(T6Y80pU  
注：文章第三段 mldY/;-H!1  
34.The passage suggests that in for - profit organizations_______. Z1DF)  
A) there is no end of conflict u z:@  
B) expression of different opinions is encouraged 7$:Jea  
C) decisions must be justifiable J]&nZud`  
D) success lies in general agreement R9Y{kk0M  
注：文章第四段，justifiable 合法化 &([yI>%  
35.People working in a not - for - profit organization________. XP@&I[J3sI  
A) seem to be difficult to satisfy Dr#V^"Dte  
B) are free to express diverse opinions h)?Km {u%  
C) are less effective in making decisions I#CS;Yh95  
D) find it easier to reach agreement #Xun>0  
B C A D B