Todas as questões do ENEM

Observe o cartum.

A alternativa que completa corretamente a lacuna do número 4 do cartum, sem prejuízo de sentido, é

    No fim da carta de que V. M.1 me fez mercê me manda V. M. diga meu parecer sobre a conveniência de haver neste estado ou dois capitães-mores ou um só governador.

    Eu, Senhor, razões políticas nunca as soube, e hoje as sei muito menos; mas por obedecer direi toscamente o que me parece.

    Digo que menos mal será um ladrão que dois; e que mais dificultoso serão de achar dois homens de bem que um. Sendo propostos a Catão dois cidadãos romanos para o provimento de duas praças, respondeu que ambos lhe descontentavam: um porque nada tinha, outro porque nada lhe bastava. Tais são os dois capitães-mores em que se repartiu este governo: Baltasar de Sousa não tem nada, Inácio do Rego não lhe basta nada; e eu não sei qual é maior tentação, se a 1 , se a 2 . Tudo quanto há na capitania do Pará, tirando as terras, não vale 10 mil cruzados, como é notório, e desta terra há-de tirar Inácio do Rego mais de 100 mil cruzados em três anos, segundo se lhe vão logrando bem as indústrias.

    Tudo isto sai do sangue e do suor dos tristes índios, aos quais trata como tão escravos seus, que nenhum tem liberdade nem para deixar de servir a ele nem para poder servir a outrem; o que, além da injustiça que se faz aos índios, é ocasião de padecerem muitas necessidades os portugueses e de perecerem os pobres. Em uma capitania destas confessei uma pobre mulher, das que vieram das Ilhas, a qual me disse com muitas lágrimas que, dos nove filhos que tivera, lhe morreram em três meses cinco filhos, de pura fome e desamparo; e, consolando-a eu pela morte de tantos filhos, respondeu-me: “Padre, não são esses os por que eu choro, senão pelos quatro que tenho vivos sem ter com que os sustentar, e peço a Deus todos os dias que me os leve também.”

    São lastimosas as misérias que passa esta pobre gente das Ilhas, porque, como não têm com que agradecer, se algum índio se reparte não lhe chega a eles, senão aos poderosos; e é este um desamparo a que V. M. por piedade deverá mandar acudir.

    Tornando aos índios do Pará, dos quais, como dizia, se serve quem ali governa como se foram seus escravos, e os traz quase todos ocupados em seus interesses, principalmente no dos tabacos, obriga-me a consciência a manifestar a V. M. os grandes pecados que por ocasião deste serviço se cometem.

(Sérgio Rodrigues (org.). Cartas brasileiras, 2017. Adaptado.)

1V. M.: Vossa Majestade.

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  

A pintura representa no martírio de Cristo os seguintes princípios culturais do Renascimento italiano:

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  

Onde estou? Este sítio desconheço:

Quem fez tão diferente aquele prado?

Tudo outra natureza tem tomado,

E em contemplá-lo, tímido, esmoreço.

Uma fonte aqui houve; eu não me esqueço

De estar a ela um dia reclinado;

Ali em vale um monte está mudado:

Quanto pode dos anos o progresso!

Árvores aqui vi tão florescentes,

Que faziam perpétua a primavera:

Nem troncos vejo agora decadentes.

Eu me engano: a região esta não era;

Mas que venho a estranhar, se estão presentes

Meus males, com que tudo degenera!

(Cláudio Manuel da Costa. Obras, 2002.)

A anemia é uma doença que pode ser tratada com a administração de sulfato ferroso. O medicamento está disponível em comprimidos com 40 mg de ferro. Em uma aula prática de análises químicas, um estudante dissolveu completamente um comprimido de sulfato ferroso. Em seguida, a mistura formada foi titulada com solução aquosa de permanganato de potássio (KMnO₄) em meio ácido. O volume de solução oxidante até atingir o ponto final da titulação foi igual a 30 mL.

A equação química a seguir descreve a reação química.

KMnO₄ (aq) + 5FeSO₄ + 8H⁺ (aq) → Mn²⁺+ (aq) + 5Fe³⁺ (aq) + K⁺ (aq) + 5SO^2-₄ (aq) + 4H₂ O (l)

Qual é a concentração mais próxima da solução de permanganato de potássio, em mol/L, necessária para reagir com todo o íon ferro (II) presente em um comprimido?