2011 年 浙江大学考博英语真题第二篇

第二篇 Vw#{C>  
Conventional wisdom about conflict seems pretty much cut and dried. Too little Kmz7c|  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 5,pS g  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark j>Ag\@2ME  
creativity and motivate people in a healthy and competitive way. pFsc}R/0/8  
Recent research by Professor Charles R. Schwenk, however, suggests that the }LP!)|E  
optimal level of conflict may be more complex to determine than these simple ~u87H?  
generalizations. He studied perceptions of conflict among a sample of executives.
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Some of the executives worked for profit-seeking organizations and others for cK`"lxO  
not-for-profit organizations.
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Somewhat surprisingly, Schwenk found that opinions about conflict varied Y+~g\z-]c  
systematically as a function of the type of organization. Specifically, managers in rw7_5l  
not-for-profit organizations strongly believed that conflict was beneficial to their (08I  
organizations and that it promoted higher quality decision making than might be ?=;qK{)37  
achieved in the absence of conflict. Avlz=k1*  
Managers of for-profit organizations saw a different picture. They believed that b6(p  
conflict generally was damaging and usually led to poor-quality decision making in L I>(RMv  
their organizations. Schwenk interpreted these results in terms of the criteria for Va V
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effective decision making suggested by the executives. In the profit-seeking Z?Hs@j  
organizations, decision-making effectiveness was most often assessed in financial V dS v  
terms. The executives believed that consensus rather than conflict enhanced financial 9`//^8G:=  
indicators. YXurYwV  
In the not-for-profit organizations, decision-making effectiveness was defined bI)u/  
from the perspective of satisfying constituents. Given the complexities and :,b iyJt  
ambiguities associated with satisfying many diverse constituents executives perceived >gwz,{  
that conflict led to more considered and acceptable decisions. &UCsBqI Y  
31.In the eyes of the author, conventional opinion on conflict is________. I\
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A) wrong ~9)"!  
B) oversimplified 54-#QIx|  
C) misleading :0)3K7Q  
D) unclear cKb)VG^  
注：文章第一句 U7uKRv9  
32.Professor Charles R. Schwenk's research shows________. CC\*?BKj"  
A) the advantages and disadvantages of conflict ")O`mXg-  
B) the real value of conflict %>-@K|:gS  
C) the difficulty in determining the optimal level of conflict fFjgrK8  
D) the complexity of defining the roles of conflict R8rfM?"W  
注：文章第二段 #P]#9Ty:  
33.We can learn from Schwenk's research that________. J_Ltuso  
A) a person’s view of conflict is influenced by the purpose of his organization YEkh3FrbwH  
B) conflict is necessary for managers of for-profit organizations t#%R q  
C) different people resolve conflicts in different ways E0%~!b  
D) it is impossible for people to avoid conflict B+^(ktZp@  
注：文章第三段 >5s6u`\  
34.The passage suggests that in for - profit organizations_______. I;VuW  
A) there is no end of conflict sY?,0T_m  
B) expression of different opinions is encouraged $zB[B;-!$  
C) decisions must be justifiable b'6-dU%  
D) success lies in general agreement 3}|'0(hYL  
注：文章第四段，justifiable 合法化 >.dWjb6t  
35.People working in a not - for - profit organization________. dlhdsj:  
A) seem to be difficult to satisfy }y9mNT  
B) are free to express diverse opinions T\w?$ s  
C) are less effective in making decisions Qne/g}PD`  
D) find it easier to reach agreement s'kDk2r  
B C A D B