2011 年 浙江大学考博英语真题第二篇

第二篇 [.Vy  
Conventional wisdom about conflict seems pretty much cut and dried. Too little +bpUb0.W  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 3V~871:-~  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark < [mT*   
creativity and motivate people in a healthy and competitive way. 5{nERKaPf  
Recent research by Professor Charles R. Schwenk, however, suggests that the " &2Kvsz  
optimal level of conflict may be more complex to determine than these simple IcmTF #{D  
generalizations. He studied perceptions of conflict among a sample of executives. ^o&3+s}M  
Some of the executives worked for profit-seeking organizations and others for q6DuLFatc*  
not-for-profit organizations. 7\x7ySM  
Somewhat surprisingly, Schwenk found that opinions about conflict varied K8[vJ7(!|  
systematically as a function of the type of organization. Specifically, managers in }ie O  
not-for-profit organizations strongly believed that conflict was beneficial to their dqF]kP,VG  
organizations and that it promoted higher quality decision making than might be $yxwB/O(  
achieved in the absence of conflict. vbEAd)*S  
Managers of for-profit organizations saw a different picture. They believed that 'fpm] *ig  
conflict generally was damaging and usually led to poor-quality decision making in l;{
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their organizations. Schwenk interpreted these results in terms of the criteria for [7x,&  
effective decision making suggested by the executives. In the profit-seeking ED0\k $  
organizations, decision-making effectiveness was most often assessed in financial Do1 Ip&X  
terms. The executives believed that consensus rather than conflict enhanced financial 4lrF{S8  
indicators. wW2b?b{*Z  
In the not-for-profit organizations, decision-making effectiveness was defined l~ 3H
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from the perspective of satisfying constituents. Given the complexities and t Qo)*z  
ambiguities associated with satisfying many diverse constituents executives perceived S-x'nu$u  
that conflict led to more considered and acceptable decisions. K"Vo'9R[_  
31.In the eyes of the author, conventional opinion on conflict is________. HUR
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A) wrong p;8I@~dh  
B) oversimplified 2@7f^be  
C) misleading
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D) unclear $D;/b+a  
注：文章第一句 a'zXLlXgGd  
32.Professor Charles R. Schwenk's research shows________. E2.@zY|:  
A) the advantages and disadvantages of conflict :+?eF^5  
B) the real value of conflict |#OMrP+oi  
C) the difficulty in determining the optimal level of conflict #B_Em$  
D) the complexity of defining the roles of conflict W=QT-4  
注：文章第二段 U
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33.We can learn from Schwenk's research that________. @:2<cn`  
A) a person’s view of conflict is influenced by the purpose of his organization =yT3#A~<G  
B) conflict is necessary for managers of for-profit organizations (i3V  
C) different people resolve conflicts in different ways CdBsd  
D) it is impossible for people to avoid conflict W~" 'a9H/  
注：文章第三段 XSfl'Fll D  
34.The passage suggests that in for - profit organizations_______. 9^yf'9S1  
A) there is no end of conflict "6^~-`O  
B) expression of different opinions is encouraged .~3s~y*s  
C) decisions must be justifiable mZ%"""X\Ei  
D) success lies in general agreement  5yA1<&z  
注：文章第四段，justifiable 合法化 G 51l_  
35.People working in a not - for - profit organization________. jRn5)u  
A) seem to be difficult to satisfy 3y#U|&]{  
B) are free to express diverse opinions <^+x}KV I  
C) are less effective in making decisions T O]wD^`  
D) find it easier to reach agreement 1\t#*N  
B C A D B