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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 -Fw4;&>  
Conventional wisdom about conflict seems pretty much cut and dried. Too little kc(b;EA  
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to fjZveH0  
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark wqoN@d  
creativity and motivate people in a healthy and competitive way. +?m=f}>W1  
Recent research by Professor Charles R. Schwenk, however, suggests that the *[5#g3  
optimal level of conflict may be more complex to determine than these simple @_(@s*4W  
generalizations. He studied perceptions of conflict among a sample of executives. )Jjw}}$}Y  
Some of the executives worked for profit-seeking organizations and others for   SrU   
not-for-profit organizations. {Ll8@'5  
Somewhat surprisingly, Schwenk found that opinions about conflict varied n\)f.}YD8d  
systematically as a function of the type of organization. Specifically, managers in I$qtfGr  
not-for-profit organizations strongly believed that conflict was beneficial to their 6!=9V0G~  
organizations and that it promoted higher quality decision making than might be OZ]3OL,  
achieved in the absence of conflict. @5@{Es1u  
Managers of for-profit organizations saw a different picture. They believed that |;1:$E"  
conflict generally was damaging and usually led to poor-quality decision making in `2U/O .rV  
their organizations. Schwenk interpreted these results in terms of the criteria for W p * v Vv  
effective decision making suggested by the executives. In the profit-seeking X OtS+p  
organizations, decision-making effectiveness was most often assessed in financial bL#TR;*]  
terms. The executives believed that consensus rather than conflict enhanced financial Fi=8B&j  
indicators. %;B '>$O  
In the not-for-profit organizations, decision-making effectiveness was defined 6Kc7@oO~  
from the perspective of satisfying constituents. Given the complexities and 2F(\}%UT~  
ambiguities associated with satisfying many diverse constituents executives perceived 2Rp{]s$jo  
that conflict led to more considered and acceptable decisions. |,~A9  
31.In the eyes of the author, conventional opinion on conflict is________. J)& +y;.  
A) wrong o) ?1`7^BA  
B) oversimplified _C#(  )#  
C) misleading ;rdLYmmx^  
D) unclear jJnBwHp  
注:文章第一句 Q $5:P&  
32.Professor Charles R. Schwenk's research shows________. 8LKZ3Y|  
A) the advantages and disadvantages of conflict )_ u'k /  
B) the real value of conflict *zht(~%  
C) the difficulty in determining the optimal level of conflict cO+`8`kv  
D) the complexity of defining the roles of conflict 4hz,F/ I  
注:文章第二段 DKCy h`  
33.We can learn from Schwenk's research that________. fJV VW  
A) a person’s view of conflict is influenced by the purpose of his organization m$: a|'mS  
B) conflict is necessary for managers of for-profit organizations e28#Yh@U  
C) different people resolve conflicts in different ways VX%\_@  
D) it is impossible for people to avoid conflict E6)mBAE  
注:文章第三段 +rX,Sl`/  
34.The passage suggests that in for - profit organizations_______. [: j_Y3-9  
A) there is no end of conflict Ut=y` ]F  
B) expression of different opinions is encouraged p}z0(lQ*~  
C) decisions must be justifiable "YZ`g}sG  
D) success lies in general agreement ugP R)tDfM  
注:文章第四段,justifiable 合法化  i 9"1  
35.People working in a not - for - profit organization________. &YMj\KmlSg  
A) seem to be difficult to satisfy n]!H,Q1,T  
B) are free to express diverse opinions >6 q@Tr  
C) are less effective in making decisions R4;6Oi)  
D) find it easier to reach agreement N h%8;  
B C A D B
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