Based on text 1, the alternative which best contains some o...

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Ano: 2017 Banca: COSEAC Órgão: UFF Prova: COSEAC - 2017 - UFF - Secretário Executivo |
Q805339 Inglês

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)

Based on text 1, the alternative which best contains some of the characteristics required for achieving professional excellence is:
Alternativas

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Alternativa Correta: A – Competence and readiness to respond.

Vamos entender por que essa é a alternativa correta e analisar as alternativas incorretas.

A questão aborda o tema da excelência administrativa, destacando as habilidades e atitudes necessárias para que um profissional administrativo se destaque em seu ambiente de trabalho. O texto menciona diversas qualidades e práticas que contribuem para essa excelência, como competência técnica, habilidades interpessoais, prontidão para responder, e um comportamento profissional que vai além das expectativas padrão.

A alternativa correta é a Alternativa A. Ela é correta porque resume algumas das características mencionadas no texto, como a competência (a habilidade de executar tarefas de maneira eficaz e eficiente) e a prontidão para responder (capacidade de reagir rapidamente às necessidades e demandas, especialmente no atendimento aos clientes).

Agora, vejamos por que as outras alternativas estão incorretas:

Alternativa B – Good personal conduct and ascendency.

A expressão "good personal conduct" (bom comportamento pessoal) está correta e é mencionada no texto como parte do profissionalismo. No entanto, "ascendency" (ascendência) não é uma característica discutida no texto. O foco está mais nas habilidades e comportamentos do dia a dia que inspiram confiança e respeito, não necessariamente em ter ascendência sobre outras pessoas.

Alternativa C – Competence and ascendency.

Novamente, enquanto "competence" (competência) é uma qualidade destacada no texto, "ascendency" não é mencionada como um fator de excelência administrativa. O texto foca mais em habilidades práticas e relacionais do que em posições hierárquicas de poder.

Alternativa D – Ascendency and accommodation.

Esta alternativa também é incorreta porque "ascendency" não é uma característica abordada no texto, e "accommodation" (acomodação) não é mencionada como uma prática que leva à excelência administrativa. Na verdade, o texto incentiva um comportamento proativo e de contínuo aprendizado, em vez de acomodação.

Alternativa E – Accommodation and competence.

Embora "competence" seja destacada, "accommodation" não é uma característica discutida no texto. Pelo contrário, o texto sugere que um profissional deve buscar melhorias contínuas e não se acomodar.

Portanto, a alternativa que melhor representa as características para alcançar a excelência profissional, conforme descrito no texto, é a Alternativa A.

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 a) competence and readiness to respond.

 

Linha 3: your competence and professionalism in meeting their demands.

 

meeting their demands significa responder às suas demandas.

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