APOSTILA_1200_QUESTOES_PARA_CONCURSO_BAN_pag67

Prévia do material em texto

66
96. (CESGRANRIO – 2011) According to the author’s comments
aboutmistakes #1, #2 and #3, it can be inerred that
a) it is essential to wear new and expensive clothes at work to
seemwell o.
b) co-workers are always asking for help in assignments they
are not skilled to do.
c) it iswrong to confessmistakesmade evenwhen you correct
andmake up for them.
d) employees should bewilling to engage in additionalwork to
reveal their full potential.
e) employers should pay attention to every detail in their
jobs to guarantee the quality of their work regardless of
deadlines.
97. (CESGRANRIO–2011)BasedonwhatHeatherHuhmancom-
ments inmistakes #4 and #6, it is appropriate to
a) make sure you discover all the steps of a project without
having to ask or clarifications.
b) wait for your supervisor to tell you when the formal perfor-
mance review is scheduled to happen.
c) avoid adopting the habits of co-workers when you join a
new company, so as to show your own superiority.
d) never inquire about what you should do to improve in your
job, not to inuence your boss to see your ailures.
e) ask your supervisor how you will be assessed in your job
and how your performance can be improved.
98. (CESGRANRIO – 2011)Appropriate alternative titles or mis-
takes #3 and #5 are, respectively,
a) Trying to complete every task to perfection / Hiding out at
your desk
b) Avoidingmistakes by allmeans / Reusing interactionswith
co-workers
c) Seeking perfection / Eliminating breaks during working
hours
d) Focusing only on your goals / Making professional contacts
with uppermanagement
e) Meeting deadlines no matter what / Reducing stress in the
cafeteria
Æ VOCABULÁRIO E TRADUÇÃO (INGLÊS)
99. (CESGRANRIO – 2011)Based on themeanings in the text, the
two items are synonymous in
a) unavailable – accessible
b) current – past
c) strive – try hard
d) overlooked – noticed
e) unsure – undoubted
100. (CESGRANRIO – 2011) In the excerpts “... by pitching in on
other assignments …” (lines 17-18) and “ask any questions that
might come up right then and there”, the verb phrases ‘pitching
in’ and ‘come up’mean, respectively
a) contributing to – arise
b) putting upwith – drop o
c) fighting o – disappear
d) getting rid of – be forgotten
e) moving away from – be eliminated
101. (CESGRANRIO – 2011)The word in parentheses can replace
the boldfaced wordwithout change inmeaning in
a) “Youmight think that no onewill notice…” – (should)
b) “more companies todaymust domorewith less” – (have to)
c) “meaning each employee needs to be exible and multi-s-
killed.” – (wishes)
d) “You could potentiallymiss deadlines…” – (must)
e) “it can be hard to do it the right way…” – (will)
Æ GRAMÁTICA (INGLÊS)
102. (CESGRANRIO – 2011) Leia o texto para responder às
questões.
Why Companies Need Less Innovation
By Pat Lencioni
Perhaps the most popular—and misunderstood—term of
the rst decade o the new millennium is “innovation.” A new
stack o books and articles is produced every year asserting the
critical importance of innovation for organizations that want
to survive, especially during these challenging times. And to a
large extent, I agree with that assertion. Unortunately, most
organizations in search of innovation seem to be generating as
much cynicism as they are new thinking.
The problem(a) isn’t so much that we’re overstating the
importance o innovation; it’s more about what so many lea-
ders are doing with it(a). Too many o them(b) are exhorting all
o their employees(b) to be more innovative, providing classes
and workshops designed to teach everyone how to think out-
side the box. They’re also doing their best to include innova-
tion on a list o core values, emblazoning the word on annual
reports and hallway posters, hoping that this will inspire peo-
ple to come up with new ideas that will revolutionize the long-
-term strategic and nancial prospects o the company.
For all the talk about innovation, most executives don’t
really like the prospect o their people generating new ways to
do things, hoping instead that they’ll simply do what they’re
being asked to do in the most enthusiastic, proessional way
possible. So it is no surprise(c) when leaders get pounded or
preaching innovation without really valuing it(c).
Only a Few Innovators
What should leaders(d) do? Be more open to new ideas
rom employees? Probably not. Better yet, they(d) should stop
overhyping innovation to the masses and come to the realiza-
tion that only a limited number of people in any company really
needs to be innovative.
As heretical as that may seem to those who want to belie-
ve that “innovation is everyone’s business,” consider that even
the most innovative and creative organizations need far more
people to be dutiul, enthusiastic, and consistent in their work
than innovative or creative.
Think about a movie set. For every writer or director or actor
on the payroll, there are hordes o people who have to be tech-
nically procient, consistent, patient, and disciplined in their res-
ponsibilities. I they innovate, the project turns to chaos.
And the most creative restaurant requires the work o a
single che to design a abulous menu, and dozens o cooks
and waitresses and waiters and dishwashers who will do their
jobs with commitment, consistency, and dutiulness. I the
cooks innovate, consistency is gone and customers can’t rely
on what they’re going to get. Even a high-tech company doesn’t
want or need its nance department or sales staf to be truly
innovative.
What should leaders demand o their people, i not innova-
tion? How about a combination of interpersonal creativity and
autonomy? “Creatonomy.” I realize that sounds like a protein
drink or bodybuilders; however, what it means is that we need
our employees to take complete responsibility to do their jobs
and satisy customers in the most efective and charismatic