2011 年 浙江大学考博英语真题第二篇

第二篇 
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Conventional wisdom about conflict seems pretty much cut and dried. Too little rN.8-  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to G"L`9E<0V  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark |#x
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creativity and motivate people in a healthy and competitive way. *(wxNsK  
Recent research by Professor Charles R. Schwenk, however, suggests that the b ettOg  
optimal level of conflict may be more complex to determine than these simple 2*gB~Jn4  
generalizations. He studied perceptions of conflict among a sample of executives. 'vq0Tw5  
Some of the executives worked for profit-seeking organizations and others for C(>g4.-p8  
not-for-profit organizations. 2"}Vfy  
Somewhat surprisingly, Schwenk found that opinions about conflict varied `d /* sX?k  
systematically as a function of the type of organization. Specifically, managers in fX\y/C   
not-for-profit organizations strongly believed that conflict was beneficial to their Wi\k&V
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organizations and that it promoted higher quality decision making than might be ^rY18?XC+:  
achieved in the absence of conflict. # eFdu  
Managers of for-profit organizations saw a different picture. They believed that _T805<aUW\  
conflict generally was damaging and usually led to poor-quality decision making in Ui1s
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their organizations. Schwenk interpreted these results in terms of the criteria for /#t::b+>x  
effective decision making suggested by the executives. In the profit-seeking *].qm g%  
organizations, decision-making effectiveness was most often assessed in financial  
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terms. The executives believed that consensus rather than conflict enhanced financial  O^
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indicators. L0{[L  
In the not-for-profit organizations, decision-making effectiveness was defined 1BP/,d |+  
from the perspective of satisfying constituents. Given the complexities and t-}IKrbv  
ambiguities associated with satisfying many diverse constituents executives perceived 2o1WXE %$  
that conflict led to more considered and acceptable decisions. xwwL  
31.In the eyes of the author, conventional opinion on conflict is________. +`$$^x  
A) wrong >b:5&s\9  
B) oversimplified  %(K}1[  
C) misleading g2M1zRm;  
D) unclear n`jG[{3t&  
注：文章第一句 {(tR<z)  
32.Professor Charles R. Schwenk's research shows________. v:w^$]4  
A) the advantages and disadvantages of conflict qM2m!  
B) the real value of conflict 'V <Z mJ2  
C) the difficulty in determining the optimal level of conflict 0pH$MkQ  
D) the complexity of defining the roles of conflict $S2 /*  
注：文章第二段 uz20pun4B  
33.We can learn from Schwenk's research that________. Ul 85-p  
A) a person’s view of conflict is influenced by the purpose of his organization nYvkeT  
B) conflict is necessary for managers of for-profit organizations  b=Ektq  
C) different people resolve conflicts in different ways 8b4
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D) it is impossible for people to avoid conflict k$DRX)e  
注：文章第三段 gv(MX ;B#  
34.The passage suggests that in for - profit organizations_______. $GhL-sqm  
A) there is no end of conflict O9ro{ k  
B) expression of different opinions is encouraged DPmY_[OAE  
C) decisions must be justifiable +;oR_]l  
D) success lies in general agreement `/i/AZ{  
注：文章第四段，justifiable 合法化 ^\\9B-MvY  
35.People working in a not - for - profit organization________. VuK>lY&  
A) seem to be difficult to satisfy p`52  
B) are free to express diverse opinions  s%5XB
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C) are less effective in making decisions ! u4eI0?R?  
D) find it easier to reach agreement =n@\m<  
B C A D B