Em uma atividade com sua turma, um professor utilizou 64 cartões, cada um com dois algarismos x e y iguais ou distintos, pertencentes ao conjunto A imagem abaixo representa um tipo desse cartão.

Um aluno escolheu um único cartão e efetuou as seguintes operações em sequência:

I. multiplicou um dos algarismos do cartão escolhido por 5 ;

II. acrescentou 3 unidades ao produto obtido em I;

III. multiplicou o total obtido em II por 2;

IV. somou o consecutivo do outro algarismo do cartão ao resultado obtido em III.

Ao final dessas operações, obteve-se no sistema decimal o número 73.O cartão que o aluno pegou contém os algarismos cuja soma x+y é:

(UFU)

O caos e a violência no Zimbábue podem ser examinados como uma metáfora dos flagelos que fazem da África o continente com a maior concentração de países miseráveis.

(Revista Veja, 2 de julho, 2008, p. 97)

Podemos considerar que o neocolonialismo do século XIX sujeitou os países da África a essa miséria, justificado no princípio do(da)

TEXTO I

Ela acorda tarde depois de ter ido ao teatro e à dança; ela lê romances, além de desperdiçar o tempo a olhar para a rua da sua janela ou da sua varanda; passa horas no toucador a arrumar o seu complicado penteado; um número igual de horas praticando piano e mais outras na sua aula de francês ou de dança.

Comentário do Padre Lopes da Gama acerca dos costumes femininos [1839] apud SILVA, T. V. Z.

Mulheres, cultura e literatura brasileira.Ipotesi — Revista de Estudos Literários, Juiz de Fora, v. 2. n. 2, 1998.

TEXTO II

As janelas e portas gradeadas com treliças não eram cadeias confessas, positivas; mas eram, pelo aspecto e pelo seu destino, grandes gaiolas, onde os pais e maridos zelavam, sonegadas à sociedade, as filhas e as esposas.

MACEDO, J. M. Memórias da Rua do Ouvidor [1878]. Disponível em: www.dominiopublico.gov.br. Acesso em: 20 maio 2013 (adaptado).

A representação social do feminino comum aos dois textos é o(a)

(PUC-RIO) India’s 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 Citigroup’s 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 company’s suburban – New York City headquarters, the Times of India crowed that he was the first “entirely India-minted executive” at a multinational’s helm.

The brothers laugh when asked for their mother’s 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. ¹“You 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. ⁷“Their clients in China and Southeast Asia are saying, ‘How come it’s the Indians getting all the top jobs?’” It could be because today’s generation of Indian managers grew up in a country that provided them with the experience so critical for today’s 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 21^st century CEO. “The Indians are the friendly and familiar faces of Asia,” says Ader. “They think in English, they’re used to multinationals in their country, they’re very adaptive, and they’re 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, they’re well versed in negotiating India’s 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.” There’s an old saw about Asian business cultures: “The Chinese roll out the red carpet; Indians roll out the red tape.”

Maybe that’s why Indian managers are good at managing it. ¹²They have cut their teeth in a country ranked 134^th by the World Bank for ease of doing business. To be fair, it’s also the reason some of them left home.

India’s 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 company’s leading detergent, Surf, faced off against Nirma, a locally produced brand. “It didn’t 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

 Lee el texto y observa el uso de de los verbos haber y tener.

Deporte y discapacidad

Muchas veces hay deportes que están organizados y fiscalizados por la Federación que le corresponde según la discapacidad, pero hay otros deportes que necesitan no solo de la organización y fiscalización de dos o más asociaciones, sino de un Comité específico de ese Deporte. 

Los deportes que tenemos dentro de la CPISRA (Federación de deporte y recreación para paralíticos cerebrales) son: Boccia, fútbol siete, Atletismo y slalom, natación, ciclismo, handball, arquería, equitación.

Disponible en: <http://www.efdeportes.com/efd43/discap1.htm>. Acceso el: 05 mar. 2014.

Completa las frases a seguir con hay o tiene.

A) En mi escuela _________________ una cancha muy amplia.

B) Andrés Iniesta _____________________ las piernas fuertes.

C) El Milán _______________________siete Copas de Europa.

D) ______________ deportes para todos los tipos de personas.