Questões de Inglês - PUC 2012 | Gabarito e resoluções

(PUC - Rio - 2012) THE INSIDE STORY I live in the storytelling capital of the world. I tell stories for a living. Youre probably familiar with many of my films, from Rain Man and Batman to Midnight Express to Gorillas in the Mist to this years The Kids Are All Right. But in four decades in the movie business, Ive come to see that stories are not only for the big screen, Shakespearean plays, and John Grisham novels. 1Ive come to see that 14they are far more than entertainment. They are the most effective form of human communication, more powerful than 2any other way of packaging information. 3And telling purposeful stories is certainly the most efficient means of persuasion in everyday life, the most effective way of translating ideas into action, whether youre green-lighting a $90 million film project, motivating employees to meet an important deadline, or getting your kids through a crisis. PowerPoint presentations may be powered by state-of-the-art technology. But 4reams of data rarely engage people to move them to action. Stories, on the other hand, are state-of-the-heart technology they connect us to others. They provide emotional transportation, moving people to take action on your cause 9because they can very quickly come to psychologically identify with the characters in a narrative or share an experience courtesy of the images evoked in the telling. 10Equally important, they turn the audience/listeners into viral 5advocates of the proposition, whether in life or in business, by paying the story not just the information forward. Stories, unlike straight-up information, can change our lives because they directly involve us, bringing us into the inner world of the protagonist. As I tell the students in one of my UCLA graduate courses, Navigating a Narrative World, without stories 15not only would we not likely have survived as a species, we couldnt understand ourselves. 6They provoke our memory and give us the framework for much of our understanding. They also reflect the way the brain works. 16While we think of stories as fluff, accessories to information, something 7extraneous to real work, they turn out to be the cornerstone of consciousness. Much of what I know about narrative and its power I learned over the course of working in the entertainment industry. In the early 1980s, I was chairman of PolyGram Filmed Entertainment as well as a producer at that studio. I was pitched a movie to finance and distribute based on 8a book then titled The Execution of Charles Horman. 11It told the true story of Ed Horman, Charless father, a politically conservative American who goes to South America in search of his missing journalist son. Ed joins with his daughter-in-law Beth, who, like her husband, is politically polarized from the father, in prying through bureaucracy and dangerous government intrigue in search of their son and husband. Gradually, the father comes to realize his own government is concealing the truth. Although the project had enlisted a great filmmaker Oscar winner Costa Gavras (for the thriller Z) I didnt find it compelling. A Latin American revolution was a tough sell for a commercial American film, along with the story of a father who had no relationship with his son and the fact that you already knew the ending: the son is dead without the father ever finding him. 12This story was dead on arrival as an investment. 17Out of courtesy, I met with the father, who knew I was not a fan. After a few polite introductions, he nodded to some pictures of my then-teenage daughters on my bookcase. Do you really know your children? he asked. Really know them? He went on to tell me a story that the search for his son was more a search for who he was than where he was, because he always suspected he was dead. But the journey was a revelation, 18not least about the many values father and son in fact shared. It was a love story, not a death story. 13His telling engaged me in a unique personal way, emotionally transporting me into the search for his child, and it made me wonder whether I really knew my daughters, their values and beliefs, their hopes and dreams. If the writer could focus the film as a love story/thriller and an actor could engage those emotions and pique those questions, and the film could be executed to get critical acclaim, it really might be worth backing. By Peter Guber Adapted from Psychology Today March 15, 2011.http://www.psychologytoday.com/articles/201103/the-inside-story Retrieved on August 15, 2011 Check the CORRECT statement concerning reference.

(PUC-Rio -2012) Indias Leading Export: CEOs 2What on earth did the Banga brothers mother feed them for breakfast? 3Whatever it was, it worked: Vindi Banga grew up to become a top executive at the food and personal-care giant Unilever, then a partner at the private-equity firm Clayton, Dubilier Rice. His younger brother Ajay, 4after heading Citigroups Asian operations, was last year named CEO of MasterCard all without a degree from a Western business school and without abandoning his Sikh turban. When Ajay took over at the credit-card companys suburban New York City headquarters, the Times of India crowed that he was the first entirely India-minted executive at a multinationals helm. The brothers laugh when asked for their mothers breakfast menu, deflecting suggestions that they were raised by a Bengal-tiger mom. Instead, they cite an itinerant childhood as a key ingredient in their success. The sons of a lieutenant general in the Indian army, they moved to a new posting every couple of years 5perfect training, it turns out, for global executives facing new markets and uncertain conditions. You had to adapt to new friends, new places, recalls Vindi. 1You had to create your ecosystem wherever you went. What factors account for the rise and rise of India-trained business minds? Our colleagues in our Asian offices are asking the same question, laughs Jill Ader, head of CEO succession at the executivesearch firm Egon Zehnder International. 7Their clients in China and Southeast Asia are saying, How come its the Indians getting all the top jobs? It could be because todays generation of Indian managers grew up in a country that provided them with the experience so critical for todays global boss. 6Multiculturalism? Check. Complex competitive environment? Check. Resource-constrained developing economy? You got that right. 8And they grew up speaking English, the global business language. For multinationals, it makes good sense to have leaders experienced in working with expanding Asian markets. 9And India is already the location of many of their operations. India and China are also the countries of future profits for the multinationals, so they may want their global leaders to come out of them, says Anshuman Das, a co-founder of CareerNet, a Bangalore executive-search company. Competitive and complex, India has evolved from a poorly run, centrally controlled economy into the perfect petri dish in which to grow a 21st century CEO. The Indians are the friendly and familiar faces of Asia, says Ader. They think in English, theyre used to multinationals in their country, theyre very adaptive, and theyre supremely confident. The subcontinent has been global for centuries, having endured, and absorbed, waves of foreign colonizers, from the Mughals to the British. Practiced traders and migrants, Indians have impressive transnational networks. The earth is full of Indians, wrote Salman Rushdie. We get everywhere. Unlike, say, a Swede or a German, an Indian executive is raised in a multiethnic, multifaith, multilingual society, one nearly as diverse as the modern global marketplace. 10Unlike Americans, theyre well versed in negotiating Indias byzantine bureaucracy, a key skill to have in emerging markets. And unlike the Chinese, they can handle the messiness of a litigious democracy. In China, you want something done, you talk to a bureaucrat and a politician it gets done, observes Ajay. In India, if you talk to a bureaucrat or a politician, there are going to be 600 other people with their own points of view. Theres an old saw about Asian business cultures: The Chinese roll out the red carpet; Indians roll out the red tape. Maybe thats why Indian managers are good at managing it. 12They have cut their teeth in a country ranked 134th by the World Bank for ease of doing business. To be fair, its also the reason some of them left home. Indias economic liberalization, which began in 1991, was another blessing for this generation of executives. 11It gave them exposure to a young and fast-growing consumer market. Liberalization unleashed a level of competition that makes you stand on your toes, recalls Vindi. We had to learn to compete with international players but also with very good, extremely fast local ones. In 1987, the companys leading detergent, Surf, faced off against Nirma, a locally produced brand. It didnt cost 5% less, or 10% less, says Vindi, shaking his head. It cost a third of our product. We had to make a product that was better, for the same price. Within 12 months, they had. By Carla Power Adapted from Time Magazine August 01, 2011 http://www.time.com/time/magazine/article/0,9171,2084441,00.html. Retrieved on August 5, 2011. Check the CORRECT statement concerning reference.

(PUC-PR Medicina - 2012) Extracted from: http://www.monica.com.br/ingles/comics/tirinhas/tira8.htm Based on the comic strip, select the alternatives that areTRUE: I. In the sentence I heard youregonnabe an artist... gonna is the same as goingto. II. In the sentence I heard youre gonna be an artist... gonna is the same as want to. III. In the sentence Iwannabe an artist wanna is the same as going to. IV. In the sentence Iwannabe an artist wanna is the same as want to.

(PUC - RS -2012) The symbols, the memory and the history of the Olympic Games are an important legacy, since the material things created 1strengthen the image of the event in the local populations memory, along with the memory of viewers everywhere who have watched the competitions. They also represent a source of 2income as they are 3goods sold during the event. One of the most effective ways to ensure that the host city will get the legacy of the Olympic Games is to have the population participate in planning the work to be done. 4It is the very community who knows what a neighborhood needs, in terms of facilities, and how these can be of use after the event. The best legacy is the one that is incorporated into the life of and brings benefits to the community. The organization process shared with the community may give the legacy a meaningful dimension. Learning how to discuss the needs of the community, democratically 6facing the differences in interests, and gathering partnerships for the 5viability of projects are unique experiences which can alter the relationship of the population with their politicians in a dramatic way. RUBIO, K. MESQUITA, R. M. (2011) Olympic Studies and Olympism - the Brazilian and the International Scenarios. EDIPUCRS, pg.171. The best definition for the verb facing (ref. 6), as it is used in the text, is