Prova de 2013: Universidade Estadual do Ceará (UECE) — questões com gabarito

TEXTO I

O texto I desta prova é um excerto da parte 2, capítulo III, da obra Bandeirantes e pioneiros: paralelo entre duas culturas, de Vianna Moog — gaúcho de São Leopoldo (*1906 — †1988). Nesse capítulo, Moog faz um estudo comparativo entre a colonização dos EUA e a do Brasil, um paralelo entre as fundações da América inglesa e da América portuguesa. 

Vianna Moog. Bandeirantes e pioneiros: Paralelo entre duas culturas. Capítulo III: Conquista e colonização. p. 103-104. Texto adaptado.

TEXTO I

O texto I desta prova é um excerto da parte 2, capítulo III, da obra Bandeirantes e pioneiros: paralelo entre duas culturas, de Vianna Moog — gaúcho de São Leopoldo (*1906 — †1988). Nesse capítulo, Moog faz um estudo comparativo entre a colonização dos EUA e a do Brasil, um paralelo entre as fundações da América inglesa e da América portuguesa. 

Vianna Moog. Bandeirantes e pioneiros: Paralelo entre duas culturas. Capítulo III: Conquista e colonização. p. 103-104. Texto adaptado.

Considerando o ponto de vista do enunciador, escreva V se a afirmação for verdadeira e F, se for falsa. As afirmações podem estar explícitas, no texto, ou resultar de inferências.

( ) Os povoadores dos EUA tinham o propósito de ficar na nova terra, enquanto os do Brasil tinham o objetivo de enriquecer e voltar para Portugal.

( ) Os propósitos iniciais dos dois povos tiveram consequências decisivas na construção das duas nações.

( ) Os colonizadores estão para os conquistadores assim como os pioneiros estão para os bandeirantes.

( ) Era próprio dos conquistadores o espírito construtivo, enquanto o espírito predatório era próprio dos colonizadores.

( ) Os valores próprios do Calvinismo foram decisivos para o tipo de desenvolvimento das colônias norte-americanas.

Está correta a seguinte sequência de cima para baixo:

TEXTO I

O texto I desta prova é um excerto da parte 2, capítulo III, da obra Bandeirantes e pioneiros: paralelo entre duas culturas, de Vianna Moog — gaúcho de São Leopoldo (*1906 — †1988). Nesse capítulo, Moog faz um estudo comparativo entre a colonização dos EUA e a do Brasil, um paralelo entre as fundações da América inglesa e da América portuguesa. 

Vianna Moog. Bandeirantes e pioneiros: Paralelo entre duas culturas. Capítulo III: Conquista e colonização. p. 103-104. Texto adaptado.

TEXTO I

O texto I desta prova é um excerto da parte 2, capítulo III, da obra Bandeirantes e pioneiros: paralelo entre duas culturas, de Vianna Moog — gaúcho de São Leopoldo (*1906 — †1988). Nesse capítulo, Moog faz um estudo comparativo entre a colonização dos EUA e a do Brasil, um paralelo entre as fundações da América inglesa e da América portuguesa. 

Vianna Moog. Bandeirantes e pioneiros: Paralelo entre duas culturas. Capítulo III: Conquista e colonização. p. 103-104. Texto adaptado.

Considere a seguinte passagem do texto: “em busca de minas de ouro e de prata e de riqueza fácil” (linhas 11-13) e o que se diz dela.

I. O segundo “e” do excerto não tem justificativa gramatical, mas estilística.

II. Enquanto o primeiro “e” coordena a expressão ”de minas de ouro” com a expressão “de (minas) de prata”, o segundo “e” coordena a expressão “de minas de ouro e de (minas) de prata” com a expressão “de riqueza fácil”.

III. As três locuções adjetivas — “de minas de ouro”, “de (minas) de prata” e “de riqueza fácil” — completam o sentido do substantivo “busca”.

Está correto o que se diz apenas em

TEXTO I

O texto I desta prova é um excerto da parte 2, capítulo III, da obra Bandeirantes e pioneiros: paralelo entre duas culturas, de Vianna Moog — gaúcho de São Leopoldo (*1906 — †1988). Nesse capítulo, Moog faz um estudo comparativo entre a colonização dos EUA e a do Brasil, um paralelo entre as fundações da América inglesa e da América portuguesa. 

Vianna Moog. Bandeirantes e pioneiros: Paralelo entre duas culturas. Capítulo III: Conquista e colonização. p. 103-104. Texto adaptado.

Observe o trecho seguinte e o que se diz dele, em uma perspectiva estilística: “para eles só havia um modo de ser agradável a Deus: ler a Bíblia e trabalhar, trabalhar e prosperar, prosperar e acumular riquezas” (linhas 23-26).

I. Há uma gradação ascendente, formada por três grupos de dois verbos, repetindo-se o último elemento de cada grupo no início do grupo seguinte. Essa gradação ilustra as várias etapas de trabalho por que passaram os colonizadores americanos até ficarem ricos. Não foi uma prosperidade fácil.

II. Os verbos que formam a gradação são verbos de ação, o que pode servir para ilustrar a vida laboriosa dos colonizadores das terras do norte.

III. A repetição dos verbos marca, de certa forma, o ritmo do excerto, causando a sensação do esforço empreendido pelos colonizadores para formar a nova pátria e para prosperar.

Está correto o que se afirma em

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

Considere o que se diz sobre o segundo parágrafo (linhas 66–74).

I. A semelhança entre Guilhermino e Dom Quixote era somente física. Psicologicamente um era o avesso do outro.

II. Ao coordenar “poste” e “Dom Quixote” — “Era alto, magro, rosto comprido, com um pouco de poste e outro tanto de Dom Quixote.”—, o enunciador provoca a quebra do paralelismo semântico, que surpreende o leitor e tem efeito textual.

III. A aproximação de “poste” e “Quixote” pode dar, ao enunciado, inclusive pela presença do eco: oste – ote, um tom humorístico.

Está correto o que se diz em

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

Atente aos seguintes trechos e ao que é dito a respeito da atitude revelada pelo enunciador sobre o conteúdo de seu próprio enunciado.

I. “De sua espécie talvez tenha sido o derradeiro exemplar conhecido” (linhas 55- 56) — O conteúdo do enunciado não foi totalmente assumido pelo enunciador.

II. “era mesmo o oposto da personagem de Cervantes” (linhas 69-70) — O conteúdo do enunciado foi só relativamente assumido pelo enunciador.

III. “Não há exagero em afirmar-se que a sua casa de subúrbio [...] era, para ele, o lugar onde aguardava que a repartição voltasse a abrir” (linhas 106-110) — O enunciador assume totalmente a responsabilidade sobre seu discurso.

Está correto o que se diz em 

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

Atente aos pares de palavras opostas tendo em vista a estrutura em que se assenta a superficialidade do texto.

I. Atividade vs. inércia.

II. Fortaleza vs. tibieza ou debilidade.

III. Inteireza vs. incompletude.

O texto trabalha com as oposições contidas em

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  

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  

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  

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  

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