Text 3

The Assistants, by Camille Perri

Chapter 1

In less than a second I was at his desk, notepad in hand. Behind me a wall of flat-screens flashed the news being broadcast by Titan and its so-called competitors. Robert had the uncanny ability to devote a small portion of his gaze to each screen simultaneously. In all he owned nine satellite television networks, one hundred seventy-five newspapers, one hundred cable channels, forty book imprints, forty television stations, and one movie studio. His total audience reached around 4.7 billion people, which came out to around three-fourths of the population of the entire globe. But the news was his baby. He was never not watching it, analyzing it, shaping it. That’s why he situated his office at Titan News headquarters, where he could keep close watch not only on his wall of flat-screens but also on his journalists. A man as powerful as Robert could have hidden himself anywhere, pulling at the strings of the world from a lounge chair in the Seychelles, unseen by his employees—but he needed to be here at the center of it all, at the hub.

Our office didn’t look like a newsroom that you’d imagine from movies or TV drama series. The floors below ours were more like that—the broadcast, print media, and digital newsrooms, each of which could have easily passed for something out of The Matrix. And there was an entire floor of flashy studios used for our non-stop news coverage and thrill-a-minute opinion shows. But our office on the fortieth floor was far less exciting, just row after row of desks and cubicles. Still, we were the brain of the whole operation, the source from which all orders trickled down. Titan’s chief editors and all of Robert’s most trusted deputies had desks on our floor so Robert could pull them into impromptus with the business leaders and celebrities he met with— and so he could foster relationships between them and the political-party representatives (yes, from both parties) who came to lobby him. I guess what I’m trying to say is, what the fortieth floor lacked in flash it made up for in influence.

(Taken from http://www.penguinrandomhouse.com/books/317172/the-assistants-by-perri-camille/9780399172540/)

Text 3

The Assistants, by Camille Perri

Chapter 1

In less than a second I was at his desk, notepad in hand. Behind me a wall of flat-screens flashed the news being broadcast by Titan and its so-called competitors. Robert had the uncanny ability to devote a small portion of his gaze to each screen simultaneously. In all he owned nine satellite television networks, one hundred seventy-five newspapers, one hundred cable channels, forty book imprints, forty television stations, and one movie studio. His total audience reached around 4.7 billion people, which came out to around three-fourths of the population of the entire globe. But the news was his baby. He was never not watching it, analyzing it, shaping it. That’s why he situated his office at Titan News headquarters, where he could keep close watch not only on his wall of flat-screens but also on his journalists. A man as powerful as Robert could have hidden himself anywhere, pulling at the strings of the world from a lounge chair in the Seychelles, unseen by his employees—but he needed to be here at the center of it all, at the hub.

Our office didn’t look like a newsroom that you’d imagine from movies or TV drama series. The floors below ours were more like that—the broadcast, print media, and digital newsrooms, each of which could have easily passed for something out of The Matrix. And there was an entire floor of flashy studios used for our non-stop news coverage and thrill-a-minute opinion shows. But our office on the fortieth floor was far less exciting, just row after row of desks and cubicles. Still, we were the brain of the whole operation, the source from which all orders trickled down. Titan’s chief editors and all of Robert’s most trusted deputies had desks on our floor so Robert could pull them into impromptus with the business leaders and celebrities he met with— and so he could foster relationships between them and the political-party representatives (yes, from both parties) who came to lobby him. I guess what I’m trying to say is, what the fortieth floor lacked in flash it made up for in influence.

(Taken from http://www.penguinrandomhouse.com/books/317172/the-assistants-by-perri-camille/9780399172540/)

Text 2

The Case for Executive Assistants

Melba J. Duncan

Among the most striking details of the corporate era depicted in the AMC series Mad Men, along with constant smoking and mid-day drinking, is the army of secretaries who populate Sterling Cooper, the 1960s ad agency featured in the show. The secretary of those days has gone the way of the carbon copy and been replaced by the executive assistant, now typically reserved for senior management. Technologies like e-mail, voice mail, mobile devices, and online calendars have allowed managers at all levels to operate with a greater degree of self-sufficiency. At the same time, companies have faced enormous pressure to cut costs, reduce head count, and flatten organizational structures. As a result, the numbers of assistants at lower corporate levels have dwindled in most corporations. That’s unfortunate, because effective assistants can make enormous contributions to productivity at all levels of the organization.

At very senior levels, the return on investment from a skilled assistant can be substantial. Consider a senior executive whose total compensation package is $1 million annually, who works with an assistant who earns $80,000. For the organization to break even, the assistant must make the executive 8% more productive than he or she would be working solo—for instance, the assistant needs to save the executive roughly five hours in a 60-hour workweek. In reality, good assistants save their bosses much more than that. They ensure that meetings begin on time with prep material delivered in advance. They optimize travel schedules and enable remote decision making, keeping projects on track. And they filter the distractions that can turn a manager into a reactive type who spends all day answering e-mail instead of a leader who proactively sets the organization’s agenda. As Robert Pozen writes in this issue: A top-notch assistant "is crucial to being productive."

That’s true not only for top executives. In their zeal to cut administrative expenses, many companies have gone too far, leaving countless highly paid middle and upper managers to arrange their own travel, file expense reports, and schedule meetings. Some companies may be drawn to the notion of egalitarianism they believe this assistant-less structure represents—when workers see the boss loading paper into the copy machine, the theory goes, a ―we’re all in this together‖ spirit is created. But as a management practice, the structure rarely makes economic sense. Generally speaking, work should be delegated to the lowest-cost employee who can do it well. (I)................. companies have embraced this logic by outsourcing work to vendors or to operations abroad, back at headquarters they ignore it, forcing top talent to misuse their time. As a longtime recruiter for executive assistants, I’ve worked with many organizations suffering from the same problem: There’s too much administrative work and too few assistants to whom it can be assigned.

Granting middle managers access to an assistant—or shared resources—can give a quick boost to productivity even at lean, well-run companies. Firms should also think about the broader developmental benefits of providing assistants for up-and-coming managers. The real payoff may come when the manager arrives in a job a few levels up better prepared and habitually more productive. An experienced assistant can be particularly helpful if the manager is a new hire. The assistant becomes a crucial on-boarding resource, helping the manager read and understand the organizational culture, guiding him or her through its different (and difficult) personalities, and serving as a sounding board during the crucial acclimation. In this way, knowledgeable assistants are more than a productivity asset: They’re reverse mentors, using their experience to teach new executives how people are expected to behave at that level in the organization.

(Extract taken from https://hbr.org/2011/05/the-case-for-executive-assistants, in 12/01/2017)

TEXT 1

What is administrative excellence?

Administrative Professionals perform some of the toughest functions in an office. Not only are you required to keep pace with ever-changing technology, you need to work with and through many people to meet deadlines, resolve conflicts, gather information, and coordinate schedules and logistics. Additionally, you are often the first point-of-contact for customers – your competence and professionalism in meeting their demands might be one of the most important factors in how your organization is perceived in the marketplace. To satisfy the needs of so many, your technical skills and your interpersonal skills must be well-balanced to generate efficient and effective results.

Administrative excellence pertains to the quality of work and the caliber of service that you provide in carrying out your responsibilities. Excellence by definition exceeds the routine expectations of managers, coworkers, and other customers, but it is a standard first set by you. It is something that many aspire to and work hard to deliver. I once read that excellence means "you are better today than you were yesterday, but not as good as you will be tomorrow." With that understanding, you can see there is no finish line. Excellence is a commitment to continually do and give your best.

Although we each have personal standards and differing values in terms of excellence, there are a few things that help to streamline administrative efforts in reaching high levels of job performance. Here are what I considered to be the "5Ps" of administrative excellence:

1. Perception – Self-awareness of behaviors and skills that maximize strengths and minimize weaknesses.

Know yourself and what you like and what you dislike about your job. Pay attention to those activities that excite and engage you. Typically, these are things that come naturally or easily for you – your strengths. Find opportunities to do more of what you love to do – you’ll be happier and more satisfied with your work. Take control and find solutions for those parts of your job that are less fulfilling so that your emotions and attitude don’t work against you.

2. Purpose – Understanding the importance of job responsibilities and identifying with the overall objectives of the team, department, and organization.

It’s one thing to know how to do your job, but it’s more important to know why you do what you do. Understanding your role in the bigger picture of organizational success helps to ignite feelings of inclusion and professional pride.

3. Progress – Ability to think progressively for continuous personal and professional improvement.

Challenge yourself to try new things and new ways of doing routine things. Don’t let yourself stagnate or become too comfortable – seize opportunities to showcase your skills or push self-imposed limitations. People rarely gain a professional edge when others can’t see or don’t know what they are capable of achieving.

4. Partnership – Willingness and ability to foster good relationships and teamwork with coworkers, managers, and customers.

Good relationships are the foundation for resourcefulness in your job. Treat others with respect. Do what you say you will do, offer to help others, exhibit a sense of urgency in responding to requests, and extend common courtesy – when others reciprocate, a trusting partnership is formed.

5. Professionalism – High standards of appearance, personal conduct, work product, and expertise.

Don’t leave doubts in the minds of others. Match image with skills and knowledge to help shape the thoughts and experiences of others. Continue to learn and produce accurate, timely work and your reputation and credibility will "speak for itself."

There are many other measurements of excellence. Find things that are unique about you and make your pathway to excellence your own. No one else will do it or achieve it in exactly the same manner. It’s often the small things that make a person stand out in a big way. Several years ago, a manager described his admin’s stellar performance in this way, "I don’t know how else to explain it…everything she does for me comes back just a little bit better than I expected it to." That’s a strong endorsement for administrative excellence – a little effort, a lot of admiration.

©Administrative Excellence – 2010 (Adapted from: https://adminexcellence.wordpress.com/2010/03/16/what-is-administrative-excellence/, in 12/01/2017)

Texto para as questões 20 a 22.

The passage below is an extract from the preface of the centenary edition of Animal Farm, written by George Orwell. Read the text to answer questions 20 - 22.

(…)

Orwell called the book “a fairy story.” Like Voltaire’s Candide, however, with which it bears comparison, it is too many other things to be so handily classified. It is also a political tract, a satire on human folly, a loud hee-haw at all who yearn for Utopia, an allegorical lesson, and a pretty good fable in the Aesop tradition. It is also a passionate sermon against the dangers of political innocence. The passage in which the loyal but stupid workhorse Boxer is sold to be turned into glue, hides, and bone meal because he is no longer useful is written out of a controlled and icy hatred for the cynicism of the Soviet system – but also out of despair for all deluded people who served it gladly.

Maybe because it gilds the philosophic pill with fairy-story trappings, Animal Farm has had an astonishing success for a book rooted in politics. Since its first publication at the end of World War II, it has been read by millions. With 1984, published three years later, it established Orwell as an important man of letters. It has enriched modern political discourse with the observation that “All animals are equal, but some animals are more equal than others.” How did we ever grasp the true nature of the politics of uplift before Orwell explained it so precisely?

George Orwell is the pen name of Eric Blair, the son of a colonial official with long service in British India. Eric was educated as a scholarship boy at Eton and seemed to be miserable there most of the time, largely, one guesses, because of the money gap that divided him from so many of his well-heeled schoolmates. His dislike of the moneyed classes in turn influenced him toward a lifelong loyalty to democratic socialism. After Eton he went to Burma as a member of the Imperial constabulary and had the enlightening experience of discovering he was hated by the Burmese people as a symbol of British Imperialism. Hating the work himself, he quit and went back to England to try making a living by writing.

During the years when he was not very successful, he began to devote himself to work for British socialism. Afterwards he said he had never written anything good that was not about politics. Before he went to work on Animal Farm, his books were well enough received by the critics but sold modestly.

Those old enough to remember the wartime spirit of the 1940s may be startled to realize that Orwell started work on Animal Farm in 1943. As he discovered when he went looking for a publisher, Stalin’s Soviet Union was so popular that year in Britain and America that few wanted to hear or read anything critical of it. It was as though a great deal of the West had willingly put on blinders, and this was because the Red Army that year had fought the Nazis to a standstill and forced it to retreat. Suddenly Hitler’s army, which had looked invincible for so long, had begun to look vincible.

In this period the air on both sides of the Atlantic was filled with a great deal of justifiable praise for the Soviet people and their fighting forces. Stalin’s political system, with its bloody purges and police-state brutality, was an important beneficiary of all this. Looking for a publisher for his small book, Orwell was reminded that British socialists, who idealized the Russian Revolution, had never been hospitable to critics of the Soviet Union. In 1943, however, even conservatives were pro-Soviet.

It became hard to write candidly of the Soviet system without being accused of playing dupe to the Nazis. Orwell discovered how hard when he began receiving publishers’ rejections on Animal Farm. With its swinish communists, the book seemed heretical. As no wonder. Stalin and Trotsky, after all, were unmistakably Orwell’s feuding pigs, Napoleon and Snowball. It was not until the war had ended that Frederic Warburg finally published it, on August 17, 1945.

(…)

Source: ORWELL, George. Animal Farm. London: Penguin Books, 2003. Preface by Russel Baker.

O texto a seguir apresenta lacunas numeradas de 41 a 51, das quais foi omitida uma ou mais palavras. Assinale a alternativa que apresenta a palavra ou expressão que completa corretamente cada uma das lacunas numeradas, tanto quanto à correção gramatical como quanto ao sentido e estruturação do texto.

Why talk about language teaching methods at all? In recent years, a number of writers have criticized the very concept of (41) in our field. “Let’s just focus on learners and teachers and everything else will fall into place,” they seem to suggest. Some say that teachers see methods as prescriptions for classroom behavior and follow them too (42) , too inflexibly. By contrast, others argue that in planning their lessons, (43) don’t really think about codified methods at all. In the one view, methods and the prefabricated materials that embody them (44) teachers to mere technicians; in the other, teachers are mere improvisers in the here-and-now, with no use for general statements about how (45) acts may fit together. Either view should make any writer about methods and materials stop and think.

Having stopped and (46) , I find myself giving a single reply to both of the above objections: Language teachers are simply not “mere.” They are neither mere technicians (47) mere improvisers. They are professionals who make their own decisions, informed by their own (48) but informed also by the findings of researchers and by the accumulated, distilled, crystallized experience of their peers.

Let me then suggest three questions that we might well ask about “method,” together with my proposed answers:

What is a “method”? A method is more concrete than (49) . An approach is a set of understandings about what is at stake in learning and also about the equipment, mechanical or neurological, that is at work in learning. At the same time, a method is more abstract than a teaching act, which is a one-time event that can be recorded on videotape and on the neurocortexes of learners.

Is it possible to evaluate or to profit from an approach without embodying it in some kind of (50) ? Possible, perhaps, to some limited degree, but not easy.

Is it possible to improvise teaching acts apart from some more or less conscious approach? Possible, perhaps, but rare.

“Method,” then, seems to occupy a strategic mid-position between approach and (51) . For this reason, whoever would either think usefully about teaching or would teach thoughtfully can profit from learning about methods.

_{(E. W. Stevick, Working with Teaching Methods)}

As questões de números 31 a 35 referem-se ao texto a seguir.

Teaching Children Literacy Skills in a Second Language

by ANNE EDIGER

In recent years, there has been increased focus on the teaching of reading and other literacy skills to children, both in North America and abroad. Part of this may relate to the recognition that reading is probably the most important skill for second language (L2) learners in academic contexts, and part of it may come from an increase in the numbers of children worldwide who are learning English as a second or foreign language (hereafter ESL or EFL). It may also be a result of the recent implementation of standards in much of public education in the United States and Canada, a movement built upon the belief that basic literacy instruction should be a fundamental component of public education.

Another possible factor contributing to an increased focus on literacy instruction to children in EFL contexts may be the growing numbers of countries that are moving toward making English language instruction mandatory from a younger age. Given the portability of books and other reading materials (as well as the increasing availability of reading material over the Internet), reading is gradually being recognized as a valuable source of language input, particularly for students in learning environments (as in some EFL contexts) in which fluent speakers of English are generally not available to provide other kinds of language input.

Notions of literacy are expanding as well. Although many different definitions of literacy can be found in the literature on the subject, and reading still seems to be primary to most of them, the teaching of writing and oral skills is increasingly being integrated with reading instruction for both native English speakers (NES) and English language learners (ELLs). Many of the new standards, both for ELLs and NES children, also integrate expectations for the development of all four language skills — reading, writing, listening, and speaking. In fact, increasingly, the large-scale standardized tests ask students to bring together all of these skills, requiring students to demonstrate competence in synthesizing information from multiple sources, or bringing information they have heard or read into written.

_{(Marianne Celce-Murcia (ed.), Teaching English as a Second or Foreign Language. Adapted)}

TEXT IV

Garfield

Disponível em: <http://fredisrich.blogspot.com.br/2009_02_01_archive.html>. Acesso em: 15 out. 2016.

Instructions: Question are based on the following text.

Source: http://languagemagazine.com/?page_id=124967