2011 年 浙江大学考博英语真题第二篇

第二篇 hAPWEh^  
Conventional wisdom about conflict seems pretty much cut and dried. Too little n*tT<  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to B{\ cV-X$0  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 'baew8Q#  
creativity and motivate people in a healthy and competitive way. 9y BENvq  
Recent research by Professor Charles R. Schwenk, however, suggests that the vqq7IV)|  
optimal level of conflict may be more complex to determine than these simple X!}
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generalizations. He studied perceptions of conflict among a sample of executives. ~9&#7fU  
Some of the executives worked for profit-seeking organizations and others for "<c^`#CWuO  
not-for-profit organizations. s}MD;V& 0  
Somewhat surprisingly, Schwenk found that opinions about conflict varied }?"}R<F|M,  
systematically as a function of the type of organization. Specifically, managers in uFseO9F.2  
not-for-profit organizations strongly believed that conflict was beneficial to their  U 6( (  
organizations and that it promoted higher quality decision making than might be OE{{,HFa`G  
achieved in the absence of conflict. \;al@yC=T  
Managers of for-profit organizations saw a different picture. They believed that Dj Z;LE>  
conflict generally was damaging and usually led to poor-quality decision making in `
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their organizations. Schwenk interpreted these results in terms of the criteria for H .F-mm  
effective decision making suggested by the executives. In the profit-seeking b2}>{L
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organizations, decision-making effectiveness was most often assessed in financial {M`yYe o  
terms. The executives believed that consensus rather than conflict enhanced financial P$YY4|`  
indicators. Ttr)e:  
In the not-for-profit organizations, decision-making effectiveness was defined ;kSRv=S  
from the perspective of satisfying constituents. Given the complexities and 7_OC&hhL  
ambiguities associated with satisfying many diverse constituents executives perceived {1 VHz])I  
that conflict led to more considered and acceptable decisions. [NG~FwpRf  
31.In the eyes of the author, conventional opinion on conflict is________. L]wWJL  
A) wrong Ck:RlF[6C  
B) oversimplified OQlmzg  
C) misleading [ B{F(~O  
D) unclear &a;{ed1B  
注：文章第一句 Sb2hM~  
32.Professor Charles R. Schwenk's research shows________. _xKIp>A  
A) the advantages and disadvantages of conflict OC?a[^hB^)  
B) the real value of conflict ,9A1p06  
C) the difficulty in determining the optimal level of conflict 0oNNEC  
D) the complexity of defining the roles of conflict *F<Ar\f
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注：文章第二段 ?-Qq\D^+  
33.We can learn from Schwenk's research that________. >PYLk{q  
A) a person’s view of conflict is influenced by the purpose of his organization ?l><?i  
B) conflict is necessary for managers of for-profit organizations Cs!z3QU  
C) different people resolve conflicts in different ways 9QXBz=Fnf  
D) it is impossible for people to avoid conflict e 2"<3  
注：文章第三段 A!^ d8#~.  
34.The passage suggests that in for - profit organizations_______. MdC}!&W  
A) there is no end of conflict r" _U-w  
B) expression of different opinions is encouraged $etw'c0  
C) decisions must be justifiable Hhzi(<e^  
D) success lies in general agreement <"hq}B  
注：文章第四段，justifiable 合法化 NiSybyR$  
35.People working in a not - for - profit organization________. Op_(10|  
A) seem to be difficult to satisfy CJ YpgSr  
B) are free to express diverse opinions ;u?L>(b  
C) are less effective in making decisions }~#Tsv  
D) find it easier to reach agreement [*K.9}+G_  
B C A D B