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18.995 questões encontradas. Mostrando a página 679 de 950.

  • 4E367754-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013DifícilEntre para guardar nos favoritos
    TEXT
       
       HARVARD BUSINESS REVIEW calls data science “the sexiest job in the 21st century,” and by most accounts this hot new field promises to revolutionize industries from business to government, health care to academia. 
       The field has been spawned by the enormous amounts of data that modern technologies create — be it the online behavior of Facebook users, tissue samples of cancer patients, purchasing habits of grocery shoppers or crime statistics of cities. Data scientists are the magicians of the Big Data era. They crunch the data, use mathematical models to analyze it and create narratives or visualizations to explain it, then suggest how to use the information to make decisions. 
         In the last few years, dozens of programs under a variety of names have sprung up in response to the excitement about Big Data, not to mention the six-figure salaries for some recent graduates. In the fall, Columbia will offer new master’s and certificate programs heavy on data. The University of San Francisco will soon graduate its charter class of students with a master’s in analytics.
          Rachel Schutt, a senior research scientist at Johnson Research Labs, taught “Introduction to Data Science” last semester at Columbia (its first course with “data science” in the title). She described the data scientist this way: “a hybrid computer scientist software engineer statistician.” And added: “The best tend to be really curious people, thinkers who ask good questions and are O.K. dealing with unstructured situations and trying to find structure in them.”
          Eurry Kim, a 30-year-old “wannabe data scientist,” is studying at Columbia for a master’s in quantitative methods in the social sciences and plans to use her degree for government service. She discovered the possibilities while working as a corporate tax analyst at the Internal Revenue Service. She might, for example, analyze tax return data to develop algorithms that flag fraudulent filings, or cull national security databases to spot suspicious activity.
         Some of her classmates are hoping to apply their skills to e-commerce, where data about users’ browsing history is gold.
         “This is a generation of kids that grew up with data science around them — Netflix telling them what movies they should watch, Amazon telling them what books they should read — so this is an academic interest with real-world applications,” said Chris Wiggins, a professor of applied mathematics at Columbia who is involved in its new Institute for Data Sciences and Engineering. “And,” he added, “they know it will make them employable.”
      Universities can hardly turn out data scientists fast enough. To meet demand from employers, the United States will need to increase the number of graduates with skills handling large amounts of data by as much as 60 percent, according to a report by McKinsey Global Institute. There will be almost half a million jobs in five years, and a shortage of up to 190,000 qualified data scientists, plus a need for 1.5 million executives and support staff who have an understanding of data.
          Because data science is so new, universities are scrambling to define it and develop curriculums. As an academic field, it cuts across disciplines, with courses in statistics, analytics, computer science and math, coupled with the specialty a student wants to analyze, from patterns in marine life to historical texts.
        With the sheer volume, variety and speed of data today, as well as developing technologies, programs are more than a repackaging of existing courses. “Data science is emerging as an academic discipline, defined not by a mere amalgamation of interdisciplinary fields but as a body of knowledge, a set of professional practices, a professional organization and a set of ethical responsibilities,” said Christopher Starr, chairman of the computer science department at the College of Charleston, one of a few institutions offering data science at the undergraduate level.
         Most master’s degree programs in data science require basic programming skills. They start with what Ms. Schutt describes as the “boring” part — scraping and cleaning raw data and “getting it into a nice table where you can actually analyze it.” Many use data sets provided by businesses or government, and pass back their results. Some host competitions to see which student can come up with the best solution to a company’s problem.
         Studying a Web user’s data has privacy implications. Using data to decide someone’s eligibility for a line of credit or health insurance, or even recommending who they friend on Facebook, can affect their lives. “We’re building these models that have impact on human life,” Ms. Schutt said. “How can we do that carefully?” Ethics classes address these questions.
           Finally, students have to learn to communicate their findings, visually and orally, and they need business know-how, perhaps to develop new products.

    From: www.nytimes.com
    According to the text, in terms of what is required from a student in order to apply for a master’s degree in the area of data science, one must have
    Escolha uma alternativa para a questão 4e367754-af
  • 4E332760-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013MédioEntre para guardar nos favoritos
    TEXT
       
       HARVARD BUSINESS REVIEW calls data science “the sexiest job in the 21st century,” and by most accounts this hot new field promises to revolutionize industries from business to government, health care to academia. 
       The field has been spawned by the enormous amounts of data that modern technologies create — be it the online behavior of Facebook users, tissue samples of cancer patients, purchasing habits of grocery shoppers or crime statistics of cities. Data scientists are the magicians of the Big Data era. They crunch the data, use mathematical models to analyze it and create narratives or visualizations to explain it, then suggest how to use the information to make decisions. 
         In the last few years, dozens of programs under a variety of names have sprung up in response to the excitement about Big Data, not to mention the six-figure salaries for some recent graduates. In the fall, Columbia will offer new master’s and certificate programs heavy on data. The University of San Francisco will soon graduate its charter class of students with a master’s in analytics.
          Rachel Schutt, a senior research scientist at Johnson Research Labs, taught “Introduction to Data Science” last semester at Columbia (its first course with “data science” in the title). She described the data scientist this way: “a hybrid computer scientist software engineer statistician.” And added: “The best tend to be really curious people, thinkers who ask good questions and are O.K. dealing with unstructured situations and trying to find structure in them.”
          Eurry Kim, a 30-year-old “wannabe data scientist,” is studying at Columbia for a master’s in quantitative methods in the social sciences and plans to use her degree for government service. She discovered the possibilities while working as a corporate tax analyst at the Internal Revenue Service. She might, for example, analyze tax return data to develop algorithms that flag fraudulent filings, or cull national security databases to spot suspicious activity.
         Some of her classmates are hoping to apply their skills to e-commerce, where data about users’ browsing history is gold.
         “This is a generation of kids that grew up with data science around them — Netflix telling them what movies they should watch, Amazon telling them what books they should read — so this is an academic interest with real-world applications,” said Chris Wiggins, a professor of applied mathematics at Columbia who is involved in its new Institute for Data Sciences and Engineering. “And,” he added, “they know it will make them employable.”
      Universities can hardly turn out data scientists fast enough. To meet demand from employers, the United States will need to increase the number of graduates with skills handling large amounts of data by as much as 60 percent, according to a report by McKinsey Global Institute. There will be almost half a million jobs in five years, and a shortage of up to 190,000 qualified data scientists, plus a need for 1.5 million executives and support staff who have an understanding of data.
          Because data science is so new, universities are scrambling to define it and develop curriculums. As an academic field, it cuts across disciplines, with courses in statistics, analytics, computer science and math, coupled with the specialty a student wants to analyze, from patterns in marine life to historical texts.
        With the sheer volume, variety and speed of data today, as well as developing technologies, programs are more than a repackaging of existing courses. “Data science is emerging as an academic discipline, defined not by a mere amalgamation of interdisciplinary fields but as a body of knowledge, a set of professional practices, a professional organization and a set of ethical responsibilities,” said Christopher Starr, chairman of the computer science department at the College of Charleston, one of a few institutions offering data science at the undergraduate level.
         Most master’s degree programs in data science require basic programming skills. They start with what Ms. Schutt describes as the “boring” part — scraping and cleaning raw data and “getting it into a nice table where you can actually analyze it.” Many use data sets provided by businesses or government, and pass back their results. Some host competitions to see which student can come up with the best solution to a company’s problem.
         Studying a Web user’s data has privacy implications. Using data to decide someone’s eligibility for a line of credit or health insurance, or even recommending who they friend on Facebook, can affect their lives. “We’re building these models that have impact on human life,” Ms. Schutt said. “How can we do that carefully?” Ethics classes address these questions.
           Finally, students have to learn to communicate their findings, visually and orally, and they need business know-how, perhaps to develop new products.

    From: www.nytimes.com
    As to the way academic institutions are reacting in response to the enormous need of professionals in the field of data science, the text informs that
    Escolha uma alternativa para a questão 4e332760-af
  • 4E2F0772-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013DifícilEntre para guardar nos favoritos
    TEXT
       
       HARVARD BUSINESS REVIEW calls data science “the sexiest job in the 21st century,” and by most accounts this hot new field promises to revolutionize industries from business to government, health care to academia. 
       The field has been spawned by the enormous amounts of data that modern technologies create — be it the online behavior of Facebook users, tissue samples of cancer patients, purchasing habits of grocery shoppers or crime statistics of cities. Data scientists are the magicians of the Big Data era. They crunch the data, use mathematical models to analyze it and create narratives or visualizations to explain it, then suggest how to use the information to make decisions. 
         In the last few years, dozens of programs under a variety of names have sprung up in response to the excitement about Big Data, not to mention the six-figure salaries for some recent graduates. In the fall, Columbia will offer new master’s and certificate programs heavy on data. The University of San Francisco will soon graduate its charter class of students with a master’s in analytics.
          Rachel Schutt, a senior research scientist at Johnson Research Labs, taught “Introduction to Data Science” last semester at Columbia (its first course with “data science” in the title). She described the data scientist this way: “a hybrid computer scientist software engineer statistician.” And added: “The best tend to be really curious people, thinkers who ask good questions and are O.K. dealing with unstructured situations and trying to find structure in them.”
          Eurry Kim, a 30-year-old “wannabe data scientist,” is studying at Columbia for a master’s in quantitative methods in the social sciences and plans to use her degree for government service. She discovered the possibilities while working as a corporate tax analyst at the Internal Revenue Service. She might, for example, analyze tax return data to develop algorithms that flag fraudulent filings, or cull national security databases to spot suspicious activity.
         Some of her classmates are hoping to apply their skills to e-commerce, where data about users’ browsing history is gold.
         “This is a generation of kids that grew up with data science around them — Netflix telling them what movies they should watch, Amazon telling them what books they should read — so this is an academic interest with real-world applications,” said Chris Wiggins, a professor of applied mathematics at Columbia who is involved in its new Institute for Data Sciences and Engineering. “And,” he added, “they know it will make them employable.”
      Universities can hardly turn out data scientists fast enough. To meet demand from employers, the United States will need to increase the number of graduates with skills handling large amounts of data by as much as 60 percent, according to a report by McKinsey Global Institute. There will be almost half a million jobs in five years, and a shortage of up to 190,000 qualified data scientists, plus a need for 1.5 million executives and support staff who have an understanding of data.
          Because data science is so new, universities are scrambling to define it and develop curriculums. As an academic field, it cuts across disciplines, with courses in statistics, analytics, computer science and math, coupled with the specialty a student wants to analyze, from patterns in marine life to historical texts.
        With the sheer volume, variety and speed of data today, as well as developing technologies, programs are more than a repackaging of existing courses. “Data science is emerging as an academic discipline, defined not by a mere amalgamation of interdisciplinary fields but as a body of knowledge, a set of professional practices, a professional organization and a set of ethical responsibilities,” said Christopher Starr, chairman of the computer science department at the College of Charleston, one of a few institutions offering data science at the undergraduate level.
         Most master’s degree programs in data science require basic programming skills. They start with what Ms. Schutt describes as the “boring” part — scraping and cleaning raw data and “getting it into a nice table where you can actually analyze it.” Many use data sets provided by businesses or government, and pass back their results. Some host competitions to see which student can come up with the best solution to a company’s problem.
         Studying a Web user’s data has privacy implications. Using data to decide someone’s eligibility for a line of credit or health insurance, or even recommending who they friend on Facebook, can affect their lives. “We’re building these models that have impact on human life,” Ms. Schutt said. “How can we do that carefully?” Ethics classes address these questions.
           Finally, students have to learn to communicate their findings, visually and orally, and they need business know-how, perhaps to develop new products.

    From: www.nytimes.com
    According to the text, besides being referred to as a sexy job in our century, data science
    Escolha uma alternativa para a questão 4e2f0772-af
  • 1AB85904-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013DifícilEntre para guardar nos favoritos

    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  

    Women usually refuse to behave in a domineering way due to the fact that they
    Escolha uma alternativa para a questão 1ab85904-af
  • 1AB5550E-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013Muito difícilEntre para guardar nos favoritos

    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 effectiveness of managers, researchers have found, after many years of study, that
    Escolha uma alternativa para a questão 1ab5550e-af
  • 1AB18C60-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013DifícilEntre para guardar nos favoritos

    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  

    Among the factors that make transformational leadership effective, the text mentions
    Escolha uma alternativa para a questão 1ab18c60-af
  • 1AAD3F7D-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013Muito difícilEntre para guardar nos favoritos

    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  

    Further exploring the apparently paradoxical reasons why women leaders are more successful in transformational leadership than men, the text mentions the fact that
    Escolha uma alternativa para a questão 1aad3f7d-af
  • 1AA96CF3-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013DifícilEntre para guardar nos favoritos

    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  

    According to the research results, women tend to do better in terms of the application of the transformational type of leadership because of their
    Escolha uma alternativa para a questão 1aa96cf3-af
  • 1AA5652B-AF

    Inglês

    Interpretação de texto | Reading comprehension    UECE · 2013Muito difícilEntre para guardar nos favoritos

    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

    Escolha uma alternativa para a questão 1aa5652b-af
  • 1A18370A-AF

    Português

    Interpretação de Textos    UECE · 2013DifícilEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

    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

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  • 1A094080-AF

    Português

    Interpretação de Textos    UECE · 2013FácilEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

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

    Assinale a alternativa em que aparecem traços do tradicionalismo e/ou da índole burocrática de Guilhermino.
    Escolha uma alternativa para a questão 1a094080-af
  • 1A064184-AF

    Português

    Coesão e coerência    UECE · 2013MédioEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Coesão e coerência

    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 

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  • 1A02FF32-AF

    Português

    Interpretação de Textos    UECE · 2013MédioEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

    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

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  • 19FF5BFB-AF

    Português

    Interpretação de Textos    UECE · 2013DifícilEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

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

    Assinale a perspectiva da qual fala o enunciador.
    Escolha uma alternativa para a questão 19ff5bfb-af
  • 19FC965C-AF

    Português

    Coesão e coerência    UECE · 2013MédioEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Coesão e coerência

    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

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  • 19F8CC74-AF

    Português

    Adjetivos    UECE · 2013MédioEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Adjetivos

    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

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  • 19F52520-AF

    Português

    Interpretação de Textos    UECE · 2013DifícilEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

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

    O vocábulo Mayflower significa “flor de maio”. Observe com atenção o contexto em que a palavra aparece (linhas 8-22) e marque a alternativa que completa corretamente o seguinte enunciado: Com “Mayflower” se denominou
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  • 19F155FC-AF

    Português

    Interpretação de Textos    UECE · 2013MédioEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

    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:

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  • 19EB7DCF-AF

    Português

    Interpretação de Textos    UECE · 2013MédioEntre para guardar nos favoritos

    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. 


    Imagem da questão de Português, UECE 2013, Interpretação de Textos

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

    Assinale a opção que aponta, de acordo com o excerto transcrito, o fator que, para o enunciador, é responsável por muitas das diferenças entre os EUA e o Brasil.
    Escolha uma alternativa para a questão 19eb7dcf-af
  • 925C111B-AF

    Português

    Interpretação de Textos    UNESP · 2013MédioEntre para guardar nos favoritos

    Texto 1


    Sobre o estupro coletivo de uma estudante de 23 anos em Nova Déli, o advogado que defende os suspeitos declarou: “Até o momento eu não vi um único exemplo de estupro de uma mulher respeitável”. Sobre esta declaração, o advogado garantiu que não tentou difamar a vítima. “Eu só disse que as mulheres são respeitadas na Índia, sejam mães, irmãs, amigas, mas diga-me que país respeita uma prostituta?!”


    (Advogado de acusados de estupro na Índia denuncia confissão forçada.

    http://noticias.uol.com.br. Adaptado.)



    Texto 2


    Na Índia, a violência contra as mulheres tomou uma nova e mais perversa forma, a partir do cruzamento de duas linhas: as estruturas patriarcais tradicionais e as estruturas capitalistas emergentes. Precisamos pensar nas relações entre a violência do sistema econômico e a violência contra as mulheres.


    (Vandana Shiva, filósofa indiana. No continuum da violência.

    O Estado de S.Paulo, 12.01.2013. Adaptado.)



    Os textos referem-se ao fato ocorrido na Índia em dezembro de 2012. Pela leitura atenta dos textos, podemos afirmar que:

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