2011 年 浙江大学考博英语真题第二篇

第二篇 d[&Ah~,  
Conventional wisdom about conflict seems pretty much cut and dried. Too little ^20x\K  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ?>iZ){0,  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark tVHQ$jJY%  
creativity and motivate people in a healthy and competitive way. Ip*[H#h  
Recent research by Professor Charles R. Schwenk, however, suggests that the Cgn@@ P5ZC  
optimal level of conflict may be more complex to determine than these simple Y#f
iJ  
generalizations. He studied perceptions of conflict among a sample of executives. PF]Vt  
Some of the executives worked for profit-seeking organizations and others for .KxE>lJbqM  
not-for-profit organizations. % ^&D,  
Somewhat surprisingly, Schwenk found that opinions about conflict varied &$.x1$%  
systematically as a function of the type of organization. Specifically, managers in dMoN1
9F  
not-for-profit organizations strongly believed that conflict was beneficial to their &:Sb$+z  
organizations and that it promoted higher quality decision making than might be }9>X M  
achieved in the absence of conflict.
YbE1yOJ&m  
Managers of for-profit organizations saw a different picture. They believed that ,E8~^\HV  
conflict generally was damaging and usually led to poor-quality decision making in +( V+XT  
their organizations. Schwenk interpreted these results in terms of the criteria for }$1Aw%p^  
effective decision making suggested by the executives. In the profit-seeking {y 7,n  
organizations, decision-making effectiveness was most often assessed in financial fSzX /r  
terms. The executives believed that consensus rather than conflict enhanced financial nuX W/7M  
indicators. XrQS?D`  
In the not-for-profit organizations, decision-making effectiveness was defined 7x:j4  
from the perspective of satisfying constituents. Given the complexities and vh6#Bc)i%w  
ambiguities associated with satisfying many diverse constituents executives perceived ?u8vK<2h  
that conflict led to more considered and acceptable decisions. ^Sz?c_<2
P  
31.In the eyes of the author, conventional opinion on conflict is________. G/C5o=cY  
A) wrong Ss{  
B) oversimplified ;t}ux  
C) misleading 9wC:8@`6E  
D) unclear cP MUu9du  
注：文章第一句 =m=utd8  
32.Professor Charles R. Schwenk's research shows________. aXefi'!6  
A) the advantages and disadvantages of conflict 1eDc:!^SD  
B) the real value of conflict 5-pz/%,  
C) the difficulty in determining the optimal level of conflict 6">jf #pE  
D) the complexity of defining the roles of conflict JSQ*8wDcl  
注：文章第二段 0IEFCDeCO  
33.We can learn from Schwenk's research that________. k6 f;A  
A) a person’s view of conflict is influenced by the purpose of his organization N:@C% UW }  
B) conflict is necessary for managers of for-profit organizations kM\O2ay  
C) different people resolve conflicts in different ways ;{inhiySN  
D) it is impossible for people to avoid conflict S Yvifgp  
注：文章第三段 hOx">yki  
34.The passage suggests that in for - profit organizations_______. 8_tMiIE-pS  
A) there is no end of conflict [\&Mo]"0  
B) expression of different opinions is encouraged _
r|$H_#  
C) decisions must be justifiable 3rZ"T  
D) success lies in general agreement ^9UF Pij"  
注：文章第四段，justifiable 合法化 |8"~o u:.  
35.People working in a not - for - profit organization________. WLWE%bDP  
A) seem to be difficult to satisfy yX(6C]D  
B) are free to express diverse opinions $0Y&r]'  
C) are less effective in making decisions TUEEwDK-  
D) find it easier to reach agreement >1tGQ c
g  
B C A D B