It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
“cherished”, at the end of the second paragraph, means worthless.
A ansiedade não é doença. Faz parte do sistema de
defesa do ser humano e está projetada em quase todos os animais
vertebrados. O significado mais aceito hoje em dia vem do
psiquiatra australiano Aubrey Lewis, que, em 1967, caracterizoua
como “um estado emocional com a qualidade do medo,
desagradável, dirigido para o futuro, desproporcional e com
desconforto subjetivo”.
A ansiedade não é doença. É problema de ordem do
comportamento que afeta o convívio social. A ansiedade pode se
apresentar como sintoma em muitas doenças ditas emocionais e
mentais, e interfere sobremaneira nos níveis de satisfação do
indivíduo.
Quem não se sentiu ansioso até hoje? Com o mundo do
jeito que está, natural é se sentir ansioso; é permitido ficar
ansioso. Prejudicial é não saber lidar com a ansiedade.
A proposta é abordar meios eficazes de lidar com esse
comportamento que gera tantos distúrbios.
Diz Patch Adams que indivíduo saudável é aquele que
tem uma vida vibrante e feliz, porque utiliza ao máximo o que
possui e só o que possui, com muito prazer. Este é o indivíduo
satisfeito que não anseia quimeras e que sabe viver alegre e feliz.
A ansiedade não é doença. Faz parte do sistema de
defesa do ser humano e está projetada em quase todos os animais
vertebrados. O significado mais aceito hoje em dia vem do
psiquiatra australiano Aubrey Lewis, que, em 1967, caracterizoua
como “um estado emocional com a qualidade do medo,
desagradável, dirigido para o futuro, desproporcional e com
desconforto subjetivo”.
A ansiedade não é doença. É problema de ordem do
comportamento que afeta o convívio social. A ansiedade pode se
apresentar como sintoma em muitas doenças ditas emocionais e
mentais, e interfere sobremaneira nos níveis de satisfação do
indivíduo.
Quem não se sentiu ansioso até hoje? Com o mundo do
jeito que está, natural é se sentir ansioso; é permitido ficar
ansioso. Prejudicial é não saber lidar com a ansiedade.
A proposta é abordar meios eficazes de lidar com esse
comportamento que gera tantos distúrbios.
Diz Patch Adams que indivíduo saudável é aquele que
tem uma vida vibrante e feliz, porque utiliza ao máximo o que
possui e só o que possui, com muito prazer. Este é o indivíduo
satisfeito que não anseia quimeras e que sabe viver alegre e feliz.
A ansiedade não é doença. Faz parte do sistema de
defesa do ser humano e está projetada em quase todos os animais
vertebrados. O significado mais aceito hoje em dia vem do
psiquiatra australiano Aubrey Lewis, que, em 1967, caracterizoua
como “um estado emocional com a qualidade do medo,
desagradável, dirigido para o futuro, desproporcional e com
desconforto subjetivo”.
A ansiedade não é doença. É problema de ordem do
comportamento que afeta o convívio social. A ansiedade pode se
apresentar como sintoma em muitas doenças ditas emocionais e
mentais, e interfere sobremaneira nos níveis de satisfação do
indivíduo.
Quem não se sentiu ansioso até hoje? Com o mundo do
jeito que está, natural é se sentir ansioso; é permitido ficar
ansioso. Prejudicial é não saber lidar com a ansiedade.
A proposta é abordar meios eficazes de lidar com esse
comportamento que gera tantos distúrbios.
Diz Patch Adams que indivíduo saudável é aquele que
tem uma vida vibrante e feliz, porque utiliza ao máximo o que
possui e só o que possui, com muito prazer. Este é o indivíduo
satisfeito que não anseia quimeras e que sabe viver alegre e feliz.
It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
Today, many schools are not preparing future workers the right
way.
It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
Real work experience is all that’s needed to develop managerial
characteristics as those discussed in the text.
It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
Employees must be genuinely humble persons and show
concern for other people.
QUESTÕES DE 1 A 6
Hemorragia é a perda de sangue subseqüente ao rompimento de um
vaso sanguíneo arterial ou venoso. Considerando um paciente com
hemorragia, julgue os itens que se seguem, referentes aos sinais e
sintomas encontrados nessa situação ou aos cuidados que devem ser
realizados pelo técnico de enfermagem do trabalho.
QUESTÕES DE 7 A 10
A nutrição adequada é uma medida de prevenção e proteção da saúde
do trabalhador; em alguns casos, o paciente deve seguir uma dieta
apropriada para sua recuperação. Acerca das dietas, julgue os itens
subseqüentes.
A transpiração desse paciente é abundante, sua pele é úmida e fria.
A ansiedade não é doença. Faz parte do sistema de
defesa do ser humano e está projetada em quase todos os animais
vertebrados. O significado mais aceito hoje em dia vem do
psiquiatra australiano Aubrey Lewis, que, em 1967, caracterizoua
como “um estado emocional com a qualidade do medo,
desagradável, dirigido para o futuro, desproporcional e com
desconforto subjetivo”.
A ansiedade não é doença. É problema de ordem do
comportamento que afeta o convívio social. A ansiedade pode se
apresentar como sintoma em muitas doenças ditas emocionais e
mentais, e interfere sobremaneira nos níveis de satisfação do
indivíduo.
Quem não se sentiu ansioso até hoje? Com o mundo do
jeito que está, natural é se sentir ansioso; é permitido ficar
ansioso. Prejudicial é não saber lidar com a ansiedade.
A proposta é abordar meios eficazes de lidar com esse
comportamento que gera tantos distúrbios.
Diz Patch Adams que indivíduo saudável é aquele que
tem uma vida vibrante e feliz, porque utiliza ao máximo o que
possui e só o que possui, com muito prazer. Este é o indivíduo
satisfeito que não anseia quimeras e que sabe viver alegre e feliz.
QUESTÕES DE 1 A 6
Hemorragia é a perda de sangue subseqüente ao rompimento de um
vaso sanguíneo arterial ou venoso. Considerando um paciente com
hemorragia, julgue os itens que se seguem, referentes aos sinais e
sintomas encontrados nessa situação ou aos cuidados que devem ser
realizados pelo técnico de enfermagem do trabalho.
QUESTÕES DE 7 A 10
A nutrição adequada é uma medida de prevenção e proteção da saúde
do trabalhador; em alguns casos, o paciente deve seguir uma dieta
apropriada para sua recuperação. Acerca das dietas, julgue os itens
subseqüentes.
O paciente em questão apresenta respiração lenta e salivação.
QUESTÕES DE 1 A 6
Hemorragia é a perda de sangue subseqüente ao rompimento de um
vaso sanguíneo arterial ou venoso. Considerando um paciente com
hemorragia, julgue os itens que se seguem, referentes aos sinais e
sintomas encontrados nessa situação ou aos cuidados que devem ser
realizados pelo técnico de enfermagem do trabalho.
QUESTÕES DE 7 A 10
A nutrição adequada é uma medida de prevenção e proteção da saúde
do trabalhador; em alguns casos, o paciente deve seguir uma dieta
apropriada para sua recuperação. Acerca das dietas, julgue os itens
subseqüentes.
Nessa situação, o paciente apresenta aumento da freqüência do
pulso, agitação ou prostração, entre outros sintomas.
It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
Lots of business schools still insist on focusing only on the
development of analytical abilities.
QUESTÕES DE 1 A 6
Hemorragia é a perda de sangue subseqüente ao rompimento de um
vaso sanguíneo arterial ou venoso. Considerando um paciente com
hemorragia, julgue os itens que se seguem, referentes aos sinais e
sintomas encontrados nessa situação ou aos cuidados que devem ser
realizados pelo técnico de enfermagem do trabalho.
QUESTÕES DE 7 A 10
A nutrição adequada é uma medida de prevenção e proteção da saúde
do trabalhador; em alguns casos, o paciente deve seguir uma dieta
apropriada para sua recuperação. Acerca das dietas, julgue os itens
subseqüentes.
Um cuidado imediato do técnico de enfermagem, nesse caso, deve
ser: aplicar no paciente 2 mg de heparina intradérmica para conter
o fluxo sanguíneo.
It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
Most organizations are now interested in reasonably intelligent
workers and who work hard.
It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.
*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).
Based on the text above, judge the items below.
It’s much better to have trustworthy workers than very clever
ones.