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主题 : 2011 年 浙江大学考博英语真题第二篇
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2011 年 浙江大学考博英语真题第二篇

第二篇 lAuI?/E  
Conventional wisdom about conflict seems pretty much cut and dried. Too little (.Y t| "j  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to {X$8yy2zC5  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark VaQqi>;\  
creativity and motivate people in a healthy and competitive way. cd,)GF  
Recent research by Professor Charles R. Schwenk, however, suggests that the ++ !BSQ e  
optimal level of conflict may be more complex to determine than these simple i_8q!CL@{  
generalizations. He studied perceptions of conflict among a sample of executives. VE{[52  
Some of the executives worked for profit-seeking organizations and others for D hy  
not-for-profit organizations. |4NH}XVYJ>  
Somewhat surprisingly, Schwenk found that opinions about conflict varied 3 " fBp  
systematically as a function of the type of organization. Specifically, managers in <}x_F)E[t  
not-for-profit organizations strongly believed that conflict was beneficial to their tpp. 9  
organizations and that it promoted higher quality decision making than might be @KRr$k  
achieved in the absence of conflict. D4WvRxki  
Managers of for-profit organizations saw a different picture. They believed that V"=(I'X  
conflict generally was damaging and usually led to poor-quality decision making in 4kZX$ct}  
their organizations. Schwenk interpreted these results in terms of the criteria for Q$Y ]KV  
effective decision making suggested by the executives. In the profit-seeking R/ 5aIh  
organizations, decision-making effectiveness was most often assessed in financial |f+|OZY  
terms. The executives believed that consensus rather than conflict enhanced financial `!{m#BBT}  
indicators. #hPa:I$Oc  
In the not-for-profit organizations, decision-making effectiveness was defined }nNZp  
from the perspective of satisfying constituents. Given the complexities and 8$</HNu,  
ambiguities associated with satisfying many diverse constituents executives perceived 9&e=s<6dO  
that conflict led to more considered and acceptable decisions. &wc% mQV  
31.In the eyes of the author, conventional opinion on conflict is________. It.G-(  
A) wrong d%tF~|#A%  
B) oversimplified !qe ,&JL  
C) misleading QRb iO  
D) unclear Z9rmlVU6!  
注:文章第一句 ZZ/F}9!=  
32.Professor Charles R. Schwenk's research shows________. dd 4g?):  
A) the advantages and disadvantages of conflict {=n-S2%  
B) the real value of conflict @64PdM!L  
C) the difficulty in determining the optimal level of conflict ;{@ [ek6  
D) the complexity of defining the roles of conflict (80 Tbi~+  
注:文章第二段 *7MTq_K(An  
33.We can learn from Schwenk's research that________. x;d*?69f]  
A) a person’s view of conflict is influenced by the purpose of his organization Lo"w,p`n@  
B) conflict is necessary for managers of for-profit organizations 3|1ug92  
C) different people resolve conflicts in different ways i co%_fp  
D) it is impossible for people to avoid conflict J '99  
注:文章第三段 Ww8<f$  
34.The passage suggests that in for - profit organizations_______. bvVEV  
A) there is no end of conflict A UCk]  
B) expression of different opinions is encouraged 1CS[%)-c  
C) decisions must be justifiable $$my,:nH  
D) success lies in general agreement %"#%/>U4  
注:文章第四段,justifiable 合法化 5LJUD>f9 Z  
35.People working in a not - for - profit organization________. =3KK /[2M  
A) seem to be difficult to satisfy Skm$:`u;  
B) are free to express diverse opinions @KtQ~D  
C) are less effective in making decisions "M e)'  
D) find it easier to reach agreement $nX4!X  
B C A D B
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