2011 年 浙江大学考博英语真题第二篇

第二篇 PUUwv_  
Conventional wisdom about conflict seems pretty much cut and dried. Too little ~sh`r{
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to FYpzQ6s~  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark -q

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creativity and motivate people in a healthy and competitive way. NCDvobYJ  
Recent research by Professor Charles R. Schwenk, however, suggests that the yK=cZw%D  
optimal level of conflict may be more complex to determine than these simple d$1@4r  
generalizations. He studied perceptions of conflict among a sample of executives. iUN Ib
 
Some of the executives worked for profit-seeking organizations and others for #"G]ke1l$  
not-for-profit organizations. lNYt`xp  
Somewhat surprisingly, Schwenk found that opinions about conflict varied a!v1M2>  
systematically as a function of the type of organization. Specifically, managers in r97pOs#5:  
not-for-profit organizations strongly believed that conflict was beneficial to their oG_~q w|h  
organizations and that it promoted higher quality decision making than might be %WjXg:R  
achieved in the absence of conflict. ?82xdpg  
Managers of for-profit organizations saw a different picture. They believed that Wi)_H$KII  
conflict generally was damaging and usually led to poor-quality decision making in R Mdk:YvBg  
their organizations. Schwenk interpreted these results in terms of the criteria for R\!2l|_  
effective decision making suggested by the executives. In the profit-seeking V@g'#={r  
organizations, decision-making effectiveness was most often assessed in financial k 5'Vy8q  
terms. The executives believed that consensus rather than conflict enhanced financial vg32y /l]S  
indicators. u7>],<  
In the not-for-profit organizations, decision-making effectiveness was defined 9sYMSc~Bm  
from the perspective of satisfying constituents. Given the complexities and Jdj2~pTq  
ambiguities associated with satisfying many diverse constituents executives perceived 9y"@(  
that conflict led to more considered and acceptable decisions. 4O^xY 6m  
31.In the eyes of the author, conventional opinion on conflict is________. qm/22:&v5  
A) wrong Q+{xZ'o"Z  
B) oversimplified ia!y!_L\'  
C) misleading j8^Iz  
D) unclear Yg||{  
注：文章第一句 #lL^?|M  
32.Professor Charles R. Schwenk's research shows________. ,is3&9  
A) the advantages and disadvantages of conflict &5B'nk"  
B) the real value of conflict Y YBDRR"  
C) the difficulty in determining the optimal level of conflict 8Fz#A.%P
 
D) the complexity of defining the roles of conflict 3M[!N  
注：文章第二段 Y!w`YYKP  
33.We can learn from Schwenk's research that________. h+g_rvIG*  
A) a person’s view of conflict is influenced by the purpose of his organization l<58A7   
B) conflict is necessary for managers of for-profit organizations +V ;l6D  
C) different people resolve conflicts in different ways FpmM63$VN[  
D) it is impossible for people to avoid conflict 3
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注：文章第三段 {HltvO%8  
34.The passage suggests that in for - profit organizations_______. Q4#m\KK;i9  
A) there is no end of conflict ?jv
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B) expression of different opinions is encouraged 5y.WMNNv{  
C) decisions must be justifiable 4yy>jXD G  
D) success lies in general agreement /=nJRC3.  
注：文章第四段，justifiable 合法化 JzQ_{J`k  
35.People working in a not - for - profit organization________. ?Jm^<  
A) seem to be difficult to satisfy cKca;SNql1  
B) are free to express diverse opinions k_#ak%m/  
C) are less effective in making decisions G"qvz{*  
D) find it easier to reach agreement :1QI8%L'$i  
B C A D B