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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 w)dnmrKDZg  
Conventional wisdom about conflict seems pretty much cut and dried. Too little U9oUY> 9  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ggD T5hb  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark D4VDWv  
creativity and motivate people in a healthy and competitive way. 8c5YX  
Recent research by Professor Charles R. Schwenk, however, suggests that the 5Zq hyv=  
optimal level of conflict may be more complex to determine than these simple fZiAl7b!  
generalizations. He studied perceptions of conflict among a sample of executives. ~i|6F~%3  
Some of the executives worked for profit-seeking organizations and others for *(9Tl]w  
not-for-profit organizations. ]oP1c-GEk  
Somewhat surprisingly, Schwenk found that opinions about conflict varied GD4S/fn3  
systematically as a function of the type of organization. Specifically, managers in [xqV`(vM  
not-for-profit organizations strongly believed that conflict was beneficial to their S f?;j{?G  
organizations and that it promoted higher quality decision making than might be M=iTwK  
achieved in the absence of conflict. !1l~UB_  
Managers of for-profit organizations saw a different picture. They believed that a0|hLqI  
conflict generally was damaging and usually led to poor-quality decision making in _,drOF|e  
their organizations. Schwenk interpreted these results in terms of the criteria for B%tF|KKj  
effective decision making suggested by the executives. In the profit-seeking T]tP!a;K  
organizations, decision-making effectiveness was most often assessed in financial b6-N2F1Fs  
terms. The executives believed that consensus rather than conflict enhanced financial Fx^wV^q3  
indicators. %n|  
In the not-for-profit organizations, decision-making effectiveness was defined h ;*x1BVE  
from the perspective of satisfying constituents. Given the complexities and gWr7^u&q@|  
ambiguities associated with satisfying many diverse constituents executives perceived 0=>$J WF  
that conflict led to more considered and acceptable decisions. QXb2jWz  
31.In the eyes of the author, conventional opinion on conflict is________. S)U *1t7[  
A) wrong ?F05BS#)X  
B) oversimplified 'C5id7O&  
C) misleading T]\ 1gs41  
D) unclear {4S UG o>  
注:文章第一句 Y#os6|MV#  
32.Professor Charles R. Schwenk's research shows________. ` PARZ|  
A) the advantages and disadvantages of conflict vbmt0d f  
B) the real value of conflict 5|rBb[  
C) the difficulty in determining the optimal level of conflict #aX#gh}1  
D) the complexity of defining the roles of conflict Z=&|__ +d  
注:文章第二段 t~L4wr{B  
33.We can learn from Schwenk's research that________. ^Q#_  
A) a person’s view of conflict is influenced by the purpose of his organization e(s0mbJE  
B) conflict is necessary for managers of for-profit organizations {YiMd oMhg  
C) different people resolve conflicts in different ways p<r^{y  
D) it is impossible for people to avoid conflict `dm*vd  
注:文章第三段 +JI,6)Ry  
34.The passage suggests that in for - profit organizations_______. 6'r;6T *  
A) there is no end of conflict Nk@-yZ@,8  
B) expression of different opinions is encouraged }-tJ.3Zw  
C) decisions must be justifiable V< F &\  
D) success lies in general agreement N7s0Ua'-v  
注:文章第四段,justifiable 合法化 CWeQv9h]X  
35.People working in a not - for - profit organization________. F%V|Aa  
A) seem to be difficult to satisfy YH58p&up  
B) are free to express diverse opinions VKPEoy8H  
C) are less effective in making decisions S }`f&  
D) find it easier to reach agreement N&G'i.w/  
B C A D B
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