Questões de Vestibular
Comentadas sobre interpretação de texto | reading comprehension em inglês
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I. In 1946, a group of national governments formed the IWC in order to collaborate with the killing and hunting of whales for commercial purposes. II. The original regulations of IWC were not really helpful. III. The IWC does not make any exception for whaling. IV. The IWC requested a moratorium on commercial whaling in 1982. V. Japan and Norway completely agreed with the policy proposed by IWC.
Mark the correct option.
The phrase “long in the tooth” comes from the practice of gauging a horse’s age by the length of its teeth. Nineteenth century horse-traders were not a particularly trustworthy bunch, so a wise buyer would often check inside the animal’s mouth. If the teeth looked long it meant its gums had already receded, suggesting the potential purchase might be older than claimed. This might have served people well when it came to buying horses, but what about humans? Gingival recession, as it’s formally known, is more common amongst the elderly. A US study of almost 10,000 people found that 38% of people aged 30-39 had some degree of the condition, compared with 71% in the 50-59 age group, and 90% for those aged between 80-90. However that doesn’t mean ageing in itself is the cause. It’s a long process that can start in your teens, and one that can be triggered by various factors. In some cases, there is nothing people can do to reduce their chances of developing the condition. Some people inherit thin and fragile gums which recede more easily. Others have teeth which are overcrowded or stick out, meaning that there’s not enough jawbone to cover the root of the tooth. Dental hygiene also plays a big role. Plaque, consisting of a sticky film of bacteria, is constantly forming on our teeth. Failure to clear the build ups through brushing and flossing can lead to gum disease. If left untreated, one possible complication is the destruction of the bone around the teeth and the gum tissue in which they sit. As the tissue recedes, the root of the tooth is exposed, making it appear longer. Then there’s the way you brush your teeth. If you use a sawing action with a hard brush, there’s a danger of gradually wearing away the gum. For this reason dentists tend to advise brushing in small circles with a soft brush or using an electric toothbrush to prevent you from pressing so hard. The damage accumulates over time, causing the gums to recede imperceptibly, until one day you look in the mirror and realise you’ve changed. As this transformation can take decades, many people assume it’s a natural part of the ageing process. Research on receding gums often relies on asking people what kind of toothbrush they use, the brushing motions they use and how hard they brush. Some argue that due to a lack of controlled studies, there’s no definitive evidence that hard brushing does anything more than cause temporary abrasions, but many dentists do consider there to be a link. The condition is also more common in smokers. With so many different factors involved, controlled studies are difficult to do. Many are cross-sectional, meaning they take a snapshot in time. So if you’re looking to buy a horse it might be worth their checking their teeth, but ageing is not a direct cause of receding gums. It’s simply that the damage accumulates and becomes more obvious over time. Source: http://www.bbc.com (Adapted) According to the text, it is INCORRECT to say
The phrase “long in the tooth” comes from the practice of gauging a horse’s age by the length of its teeth. Nineteenth century horse-traders were not a particularly trustworthy bunch, so a wise buyer would often check inside the animal’s mouth. If the teeth looked long it meant its gums had already receded, suggesting the potential purchase might be older than claimed. This might have served people well when it came to buying horses, but what about humans? Gingival recession, as it’s formally known, is more common amongst the elderly. A US study of almost 10,000 people found that 38% of people aged 30-39 had some degree of the condition, compared with 71% in the 50-59 age group, and 90% for those aged between 80-90. However that doesn’t mean ageing in itself is the cause. It’s a long process that can start in your teens, and one that can be triggered by various factors. In some cases, there is nothing people can do to reduce their chances of developing the condition. Some people inherit thin and fragile gums which recede more easily. Others have teeth which are overcrowded or stick out, meaning that there’s not enough jawbone to cover the root of the tooth. Dental hygiene also plays a big role. Plaque, consisting of a sticky film of bacteria, is constantly forming on our teeth. Failure to clear the build ups through brushing and flossing can lead to gum disease. If left untreated, one possible complication is the destruction of the bone around the teeth and the gum tissue in which they sit. As the tissue recedes, the root of the tooth is exposed, making it appear longer. Then there’s the way you brush your teeth. If you use a sawing action with a hard brush, there’s a danger of gradually wearing away the gum. For this reason dentists tend to advise brushing in small circles with a soft brush or using an electric toothbrush to prevent you from pressing so hard. The damage accumulates over time, causing the gums to recede imperceptibly, until one day you look in the mirror and realise you’ve changed. As this transformation can take decades, many people assume it’s a natural part of the ageing process. Research on receding gums often relies on asking people what kind of toothbrush they use, the brushing motions they use and how hard they brush. Some argue that due to a lack of controlled studies, there’s no definitive evidence that hard brushing does anything more than cause temporary abrasions, but many dentists do consider there to be a link. The condition is also more common in smokers. With so many different factors involved, controlled studies are difficult to do. Many are cross-sectional, meaning they take a snapshot in time. So if you’re looking to buy a horse it might be worth their checking their teeth, but ageing is not a direct cause of receding gums. It’s simply that the damage accumulates and becomes more obvious over time. Source: http://www.bbc.com (Adapted)
According to the text, judge the items below as true (T) or false (F).
I. Nineteenth century horse-traders were reliable people. II. A buyer who would check the horse's gums before buying it, was not considered a clever person. III. Although it is more observed amongst the elderly, gingival recession can begin during youth. IV. The phrase “long in the tooth” is related to the practice of determining a horse's age, and therefore its value, by examining its teeth. V. People can always prevent the development of gingival recession, once it is never possible for them to inherited sensitive gums.
Mark the correct option:
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Source: http://eoienglishclub.wikispaces.com/ENGLISH+B1/unit3
I. The girl’s sentence can be transcript as “See you. I'll text you later”. II. Young people do not make difference between spoken and written speech. III. The old man can’t realize young people play with the sound of the words. IV. Young people text so much, they adequate their speech according to the facilities of keyboards. V. Language changes from one generation to another.
Choose the CORRECT alternative.
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
TEXT
Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.
One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.
A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.
By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.
Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.
Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.
One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.
Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.
It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.
From: http://www.nytimes.com/ 2013/03/20
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
A palavra que, no contexto acima, preenche corretamente a lacuna é:
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