2011 年 浙江大学考博英语真题第二篇

第二篇 )c)vTZy  
Conventional wisdom about conflict seems pretty much cut and dried. Too little (L/_^!ZX  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 7eAX*Kgt<_  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark oM>Z;QVRC:  
creativity and motivate people in a healthy and competitive way. _no*k?o*  
Recent research by Professor Charles R. Schwenk, however, suggests that the $42{HFGq  
optimal level of conflict may be more complex to determine than these simple |>dI/_'  
generalizations. He studied perceptions of conflict among a sample of executives. dZ0A3(t  
Some of the executives worked for profit-seeking organizations and others for =,6z4" )  
not-for-profit organizations. x8V('`}j  
Somewhat surprisingly, Schwenk found that opinions about conflict varied <nT +$   
systematically as a function of the type of organization. Specifically, managers in 7_inJ$  
not-for-profit organizations strongly believed that conflict was beneficial to their xD~5UER  
organizations and that it promoted higher quality decision making than might be 62ws/8d6f  
achieved in the absence of conflict. hvsWs.;L'  
Managers of for-profit organizations saw a different picture. They believed that #ML%ij 1  
conflict generally was damaging and usually led to poor-quality decision making in 4\8+9b\9"  
their organizations. Schwenk interpreted these results in terms of the criteria for :LW4E9O=
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effective decision making suggested by the executives. In the profit-seeking pL/DZ|S3  
organizations, decision-making effectiveness was most often assessed in financial /rnu<Q#iH  
terms. The executives believed that consensus rather than conflict enhanced financial Lh!J >  
indicators. _x(o*v[Pt  
In the not-for-profit organizations, decision-making effectiveness was defined 5YeM%%-S  
from the perspective of satisfying constituents. Given the complexities and U`,6 * MS  
ambiguities associated with satisfying many diverse constituents executives perceived uxvqMgR  
that conflict led to more considered and acceptable decisions. 5m&9"T.w  
31.In the eyes of the author, conventional opinion on conflict is________. YIQ 4t  
A) wrong v$?+MNks  
B) oversimplified }v}P .P  
C) misleading YNKHN2E8  
D) unclear MyJ %`@+1  
注：文章第一句 -*Xa3/kQ  
32.Professor Charles R. Schwenk's research shows________. Hq:X{)"  
A) the advantages and disadvantages of conflict `T@i.'X  
B) the real value of conflict saBVgSd  
C) the difficulty in determining the optimal level of conflict [9evz}X  
D) the complexity of defining the roles of conflict tdBm (CsN  
注：文章第二段 [%y';`( x  
33.We can learn from Schwenk's research that________. bzBEX mC  
A) a person’s view of conflict is influenced by the purpose of his organization )~)J?l3{  
B) conflict is necessary for managers of for-profit organizations il4^zj82  
C) different people resolve conflicts in different ways LM~[@_j  
D) it is impossible for people to avoid conflict >%}C^g u)  
注：文章第三段 sJL&:!}V>  
34.The passage suggests that in for - profit organizations_______. w'Y7IlC  
A) there is no end of conflict 4VJ-,Z  
B) expression of different opinions is encouraged Gw/Pk4R  
C) decisions must be justifiable ak$f"py x  
D) success lies in general agreement T*Y~\~Jhu  
注：文章第四段，justifiable 合法化 Q{sH3Y#l  
35.People working in a not - for - profit organization________. SoW9p^HJ  
A) seem to be difficult to satisfy EH+"~-v)ae  
B) are free to express diverse opinions ] {RDVA=]  
C) are less effective in making decisions RIWxs Zt  
D) find it easier to reach agreement ?8npG]L)  
B C A D B