Questões de Vestibular UECE 2013 para Vestibular - Segundo Semestre
Foram encontradas 60 questões
DADOS QUE PODEM SER USADOS NESTA PROVA
A vitamina D é muitas vezes conhecida como a vitamina do sol, contudo, somente a vitamina D3 (colecalciferol) é produzida por meio da síntese natural da luz solar sobre a pele. A vitamina D3 é considerada a forma mais benéfica ao corpo, pois regula o nível de cálcio e fósforo no sangue, o que é vital para o desenvolvimento e o crescimento dos ossos. Ela reduz o risco de câncer de próstata, câncer de mama e câncer de cólon.
Colecalciferol
Com relação à estrutura da vitamina D3, assinale a
afirmação correta.
DADOS QUE PODEM SER USADOS NESTA PROVA
DADOS QUE PODEM SER USADOS NESTA PROVA
DADOS QUE PODEM SER USADOS NESTA PROVA
DADOS QUE PODEM SER USADOS NESTA PROVA
DADOS QUE PODEM SER USADOS NESTA PROVA
Atente para os seguintes eventos relacionados a processos de divisão celular (mitose ou meiose):
I. Regeneração de células da pele.
II. Formação de espermatozoides.
III. Crescimento de um embrião.
IV. Proliferação de células de um tumor de próstata.
Estão relacionados à mitose apenas os eventos
O Reino Fungi compreende seres particulares, dentre os quais o mofo que ataca os alimentos, os cogumelos comestíveis utilizados em diversas receitas culinárias e o penicilium associado à produção de antibióticos. Com relação aos fungos, analise as proposições abaixo.
I. São organismos eucariontes, unicelulares ou pluricelulares, exclusivamente heterotróficos.
II. Nos fungos pluricelulares, o glicogênio é o material de reserva, mas nos unicelulares o amido é que cumpre essa função energética.
III. Realizam sua nutrição através de digestão extracorpórea, liberando, no ambiente, enzimas digestivas que transformam macromoléculas em moléculas menores.
IV. Reproduzem-se, apenas, assexuadamente por meio de esporos, formados em estruturas denominadas esporângios, ascos e basídios.
Está correto o que se afirma somente em
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
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
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