2011 年 浙江大学考博英语真题第二篇

第二篇 ,WbO8#z+  
Conventional wisdom about conflict seems pretty much cut and dried. Too little uYiM~^0  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Y+ P\5G  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark *iS<]y  
creativity and motivate people in a healthy and competitive way. &ZFsK c#  
Recent research by Professor Charles R. Schwenk, however, suggests that the nGGYKI  
optimal level of conflict may be more complex to determine than these simple Zr'VA,v  
generalizations. He studied perceptions of conflict among a sample of executives. 3.B|uN  
Some of the executives worked for profit-seeking organizations and others for zzy%dc  
not-for-profit organizations. a9}cpfG=)  
Somewhat surprisingly, Schwenk found that opinions about conflict varied {PGNPxUbe  
systematically as a function of the type of organization. Specifically, managers in /r Zj=  
not-for-profit organizations strongly believed that conflict was beneficial to their Z6SM7?d  
organizations and that it promoted higher quality decision making than might be 3t[2Bd  
achieved in the absence of conflict. n_sCZ6uXEQ  
Managers of for-profit organizations saw a different picture. They believed that d raY/  
conflict generally was damaging and usually led to poor-quality decision making in # 9Z];
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their organizations. Schwenk interpreted these results in terms of the criteria for 8vK Z;  
effective decision making suggested by the executives. In the profit-seeking !HM{imT  
organizations, decision-making effectiveness was most often assessed in financial q(i|  
terms. The executives believed that consensus rather than conflict enhanced financial ZffK];D  
indicators. Zz=+?L  
In the not-for-profit organizations, decision-making effectiveness was defined Uaj8}7v  
from the perspective of satisfying constituents. Given the complexities and &(-+?*A`E  
ambiguities associated with satisfying many diverse constituents executives perceived a_w#,^/P  
that conflict led to more considered and acceptable decisions. i}N'WV`!  
31.In the eyes of the author, conventional opinion on conflict is________. 6<.Ma7)lA  
A) wrong U)=?3}s(  
B) oversimplified 1XUsr;Wz  
C) misleading su>GeJiPW  
D) unclear /`>BPQH`}  
注：文章第一句 5X4; (Qj  
32.Professor Charles R. Schwenk's research shows________. m^@,0\F  
A) the advantages and disadvantages of conflict 'J#u;KJ  
B) the real value of conflict (S* T{OgO  
C) the difficulty in determining the optimal level of conflict *KN'0Z@W  
D) the complexity of defining the roles of conflict v1<3y~'f  
注：文章第二段 <
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33.We can learn from Schwenk's research that________. TZTi:\nS  
A) a person’s view of conflict is influenced by the purpose of his organization 5Jh=${  
B) conflict is necessary for managers of for-profit organizations A
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C) different people resolve conflicts in different ways pca `nN!  
D) it is impossible for people to avoid conflict !E8y!|7$  
注：文章第三段 s'qd%JxD  
34.The passage suggests that in for - profit organizations_______. x;dyF_*;  
A) there is no end of conflict d5T M_C  
B) expression of different opinions is encouraged @{3$H^  
C) decisions must be justifiable Q^>"AhOiU  
D) success lies in general agreement -b"mx"'?  
注：文章第四段，justifiable 合法化 ZpvURp,I  
35.People working in a not - for - profit organization________. SD t)|s  
A) seem to be difficult to satisfy UJMM&  
B) are free to express diverse opinions u:JD  
C) are less effective in making decisions 2kb<;Eh`G  
D) find it easier to reach agreement 8Yc'4v#}  
B C A D B