2011 年 浙江大学考博英语真题第二篇

第二篇 r$(~j^<s  
Conventional wisdom about conflict seems pretty much cut and dried. Too little (Yb[)m>fQ}  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to )ev<7g9*q  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark +&|S'7&{  
creativity and motivate people in a healthy and competitive way. D y-S98Y  
Recent research by Professor Charles R. Schwenk, however, suggests that the b)#Oc,  
optimal level of conflict may be more complex to determine than these simple sOU_j:A80;  
generalizations. He studied perceptions of conflict among a sample of executives. I+(/TP  
Some of the executives worked for profit-seeking organizations and others for qe$^q  
not-for-profit organizations. qk/:A+  
Somewhat surprisingly, Schwenk found that opinions about conflict varied xiblPF_n3  
systematically as a function of the type of organization. Specifically, managers in q'Wr[A40j  
not-for-profit organizations strongly believed that conflict was beneficial to their !g!5_|  
organizations and that it promoted higher quality decision making than might be M~Ttb29{  
achieved in the absence of conflict. jE2}p-2Q0  
Managers of for-profit organizations saw a different picture. They believed that hr05L<?H  
conflict generally was damaging and usually led to poor-quality decision making in )\uO9PB[O  
their organizations. Schwenk interpreted these results in terms of the criteria for v *-0M  
effective decision making suggested by the executives. In the profit-seeking +HT1ct+dI  
organizations, decision-making effectiveness was most often assessed in financial U?a6D:~G  
terms. The executives believed that consensus rather than conflict enhanced financial T:]L/wCj  
indicators. F[ ajOb8  
In the not-for-profit organizations, decision-making effectiveness was defined (6l+lru[  
from the perspective of satisfying constituents. Given the complexities and |*/[`|*G  
ambiguities associated with satisfying many diverse constituents executives perceived uc7Eq45  
that conflict led to more considered and acceptable decisions. ($w@Z/;  
31.In the eyes of the author, conventional opinion on conflict is________. c9qR'2  
A) wrong ("~DJ=  
B) oversimplified GeszgtK{T  
C) misleading ;5-r_D;9  
D) unclear tGA :[SP  
注：文章第一句 hpTDxh'?$C  
32.Professor Charles R. Schwenk's research shows________. m7EcnQf  
A) the advantages and disadvantages of conflict g_5QA)4x  
B) the real value of conflict n1 6 `y}  
C) the difficulty in determining the optimal level of conflict d8-A*W[  
D) the complexity of defining the roles of conflict jls-@Wl  
注：文章第二段 ^7zu<lX  
33.We can learn from Schwenk's research that________. N7E$G{T
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A) a person’s view of conflict is influenced by the purpose of his organization m]
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B) conflict is necessary for managers of for-profit organizations s .W dxh  
C) different people resolve conflicts in different ways w 4[{2  
D) it is impossible for people to avoid conflict 8-<:
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注：文章第三段 qC F5~;7  
34.The passage suggests that in for - profit organizations_______. 241*
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A) there is no end of conflict 
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B) expression of different opinions is encouraged jZ NOt  
C) decisions must be justifiable PkI:*\R  
D) success lies in general agreement cGjPxG;  
注：文章第四段，justifiable 合法化 9tF9T\jW  
35.People working in a not - for - profit organization________. H":oNpfb  
A) seem to be difficult to satisfy 2-Y <4'>  
B) are free to express diverse opinions A}eOFu`  
C) are less effective in making decisions 6{=\7AY  
D) find it easier to reach agreement @)J+,tg/7  
B C A D B