Questões de Inglês do ENEM

Placas como a da gravura são usadas para orientar os usuários de um espaço urbano. Essa placa, especificamente, tem a função de avisar que somente

The art of happiness

Nearly every time you see him, he’s laughing or at least smiling. And he makes everyone else around him feel like smiling. He’s the Dalai Lama, the spiritual and temporal leader of Tibet, a Nobel Prize winner, and an increasingly popular speaker and statesman. Why is he so popular? Even after spending only a few minutes in his presence you can’t help feeling happier. If you ask him if he’s happy, even though he’s suffered the loss of his country, the Dalai Lama will give you an unconditional yes. What’s more, he’ll tell you that happiness is the purpose of life, and that “the very motion of our life is towards happiness”. How to get there has always been the question. He’s tried to answer it before, but he’s never had the help of a psychiatrist to get the message across in a context we can easily understand.

LAMA, D.; CUTLER, H. The Art of Happiness: a handbook for living. Putnam Books, 1998.

Pelo título e pela sinopse do livro de Lama e Cutler, constata-se que o tema da obra é

Movie: Hijras - The Third Gender

Director: Devika Urvashi Bhisé

Duration: 29 minutes

Hijras are the outcastes of Indian society and live on its fringes. These eunuchs (originally only castrated males) were once employed by sultans and maharajas to guard the women in their harems. Now shunned by society, they are treated with less respect than the Dalits, or untouchables. Considered neither men nor women, Hijras have no constitutional rights. Currently, there is an ongoing debate in India regarding whether or not they should be granted the status of a third gender.

Most hijras are genetically born as men, but believe they are women within. The rest are hermaphrodites with some abnormality in genitalia. For those born men, becoming a hijra is a painful process that involves removing the entire genitalia in a secret ceremony that is often undergone without any anesthetic.

Currently, most hijras have only three ways in which they can make a living: prostitution, begging, and as performing shamans removing bad luck and/or spells from suspicious Indian households. Sex work is one of the only options for hijras because there are few employment opportunities available to them. Hijras are most commonly seen knocking on car windows, begging for money at stoplights. Although hijras are feared for their dissimilarities, they are also revered for their alleged mystical abilities. Most Indian families seek their blessings during any auspicious ceremony such as a birth, a wedding, or the building of a new house.

As pariahs of society, they are subjected to prejudice that is often translated into verbal abuse, humiliation, extreme discrimination, and violence in public as well as private venues. I have documented a short film to create awareness of the plight of this segment of society and allow their voices to be heard. I was privileged to share this community's inner life and have tried to capture its stark reality as a friend rather than a voyeur. The filming took place from June 2008 to September 2008 in various cities and locations in India.

Disponível em: www.engendered.org. Acesso em: 25 fev. 2012.

O filme Hijras - The Third Gender tem como objetivo chamar atenção para a situação vivida por um segmento da sociedade indiana, os hijras. De acordo com o que se captura dessas vozes no filme e do que se lê no texto, esse segmento reivindica

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Brazil wants to count trees in the Amazon rainforest

By Channtal Fleischfresser

February 11, 2013

Photo: Flickr/Nico Crisafulli

          Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.

       The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.

         The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.

(www.smartplanet.com. Adaptado.)

Brazil wants to count trees in the Amazon rainforest

By Channtal Fleischfresser

February 11, 2013

Photo: Flickr/Nico Crisafulli

          Brazil is home to roughly 60 percent of the Amazon, about half of what remains of the world’s tropical rainforests. And now, the country has plans to count its trees. A vast undertaking, the new National Forest Inventory hopes to gain “a broad panorama of the quality and the conditions in the forest cover”, according to Brazil’s Forestry Minister Antonio Carlos Hummel.

       The census, set to take place over the next four years, will scour 3,288,000 square miles, sampling 20,000 points at 20 kilometer intervals and registering the number, height, diameter, and species of the trees, among other data.

         The initiative, aimed to better allocate resources to the country’s forests, is part of a large-scale turnaround in Brazil’s relationship to its forests. While it once had one of the worst rates of deforestation in the world, last year only 1,797 square miles of the Amazon were destroyed – a reduction of nearly 80% compared to 2004.

(www.smartplanet.com. Adaptado.)

TEXT

      Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.

      One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.

      A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.

      By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.

      Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.

      Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.

      One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.

      Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.

      It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.

From: http://www.nytimes.com/ 2013/03/20  

As to the leadership pattern that requires attitudes based on features of both male and female behaviors, one may infer that it

TEXT

      Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.

      One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.

      A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.

      By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.

      Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.

      Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.

      One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.

      Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.

      It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.

From: http://www.nytimes.com/ 2013/03/20