PROVA DE INGLÊS ANPAD Jun 2008
PROVA DE INGLÊS ANPAD Jun 2008
PROVA DE INGLÊS ANPAD Jun 2008
TEXT 1
Drivers of misunderstandings
Most multinational companies (MNCs) routinely experience the interaction
between managers belonging to different language groups. Even if the managers in
question are relatively competent in the language of the other party loss of rhetorical
skills is always present as the use of humor, symbolism, sensitivity, negotiation,
5 persuasion, and motivation requires a very high level of fluency. These are skills that
are more important in managerial positions than in operational positions. Cyr and
Schneider (1996) found that senior managers had more language-related problems than
production employees. As a result of loss of rhetorical skills, misunderstandings are
therefore easily caused, resulting in uncertainty and anxiety (Gudykunst, 1995;
10 SanAntonio, 1988). Whereas Vaara et al. (2005) provide an excellent example of these
problems in the context of a merger, this problem is particularly pertinent to the HQ-
subsidiary relationship. If it is the subsidiary management working without rhetorical
skills, they might fail to impress their senior colleagues and as a result their skills might
be undervalued. Where the parent company managers are working without the ability to
15 communicate fluently, they may be seen as lacking charisma, confidence, and
leadership skills and the subsidiary management may then choose to ignore their
direction.
Misunderstandings are aggravated by the need to avoid a loss of face. The
concept of "face" is much used when discussing Japanese or Chinese culture, but in fact
20 it applies to all nationalities (Ting-Toomey, 1988). Nobody, least of all international
managers of senior status, want to be considered stupid, ill informed or slow on the
uptake. Therefore, managers will often maintain a knowing façade, even when they
have lost track of a discussion, or remain in stony silence (see also Lincoln et al., 1995).
As a consequence such managers can find themselves signing up to agreements they
25 have barely comprehended. Subsequently, they may distance themselves from the
agreements, alleging there had been no such discussion, or renege on their commitments
denying that the implications had been explained (see e.g. Kingston, 1996). In a
developing HQ-subsidiary relationship, such behaviour can be interpreted as
inconsistent, mercurial, and even devious. This may undermine credibility and trust, and
30 the second language user, in particular, might gain an unmerited reputation of being
fickle, unreliable, and deceitful.
Extraído de HARZING, A.; FEELY, A. The language barrier and its implications for
HQ-subsidiary relationships. Cross Cultural Management, v.15, n.l, p.49-61, 2008.
5. Where in the text do the authors justify the relevance of the kind of research they
report?
A) Lines 5 to 6
B) Lines 9 to 12
C) Lines 14 to 16
D) Lines 17 to 18
E) Lines 19 to 21
A) Very easily
B) Very freely
C) Very little
D) Very precisely
E) Very quickly
8. FICKLE (line 31 )
A) Inconsistent
B) Impatient
C) Intimidating
D) Impenetrable
E) Intolerant
TEXT 2
Cracks in a particularly thick glass ceiling; women in South Korea are slowly
changing a corporate culture that lags behind the rest of the country
South Koreans are a bit conflicted about career women. Gender wasn't much of
an issue in the selection of a female astronaut to fly this month on the country's first
space mission. But when women are seeking workaday corporate jobs, some South
Korean men still resist change. Outer space is one thing, but a woman the next cubicle
5 is something else.
For years, most educated women in South Korea who wanted to work could
follow but one career path, which began and ended with teaching. The situation started
to change after the 1998 Asian financial crisis. Thousands of men lost their jobs or took
salary cuts, and their wives had to pick up the slack by starting businesses in their
10 homes or seeking part-time work. A couple of years later, the government banned
gender discrimination in the workplace and required businesses with more than 500
employees to set up child-care facilities. It also created a Gender Equality Ministry.
These days the government hires thousands of women (42% of its new
employees last year), many for senior positions in the judiciary, international trade
15 administration, and foreign service. Startups and foreign companies also employ (and
promote) increasing numbers of Korean women.
11. All of the following facts explain why South Korean women are in a better position
today than in the past EXCEPT FOR
13. The problem with women according to the manager at SK Holdings is that they
A) show that South Korea has technological expertise to fly to outer space.
B) prove that women do not lack tenacity and can reach upper ranks.
C) illustrate the impact of the creation of the Gender Equality Ministry.
D) exemplify how South Korea is opening up to compete globally.
E) contrast that sector with corporate culture and its reluctance to changes.
A) Cut.
B) Rest.
C) Spend.
D) Wait.
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E) Waste.
A) Suffering.
B) Struggling.
C) Playing.
D) Leaning.
E) Agreeing.
TEXT 3
Matriculate while-u-wait
Tom Petty had it right: The waiting is the hardest part. Now William & Mary
and Wake Forest B-schools are doing something about that. They have come up with an
express service for admissions that reduces the months-long wait for acceptance
notification to a matter of hours by replacing the lengthy application essay with an
5 hour-long face-to-face interview by faculty and school administrators. At both
schools, about 10% of all applicants used the fast-track process, which the schools say
is more effective than traditional applications because it requires students to
demonstrate business skills such as preparedness and grace under fire.
18. The title of the text refers to the fact that students
A) are requested to wait outside the interview room before they get a notification.
B) can write their applications while they wait to talk with interviewers.
C) have to show their business skills by filling application forms and writing essays.
D) learn they have been accepted and can enrol shortly after their interviews.
E) still have to wait for long periods to get admitted to some business colleges.
19. According to the text, the new admission process is more effective because
A) 10% of all applicants at both schools have used i1.
B) students look graceful during the interview.
C) required skills can be demonstrated face-to-face.
D) both faculty and school administrators are involved.
E) application essays are now shorter than before.