CESGRANRIO–2013–BNDES–PROFISSIONAL BÁSICO–LÍNGUA INGLESA–GABARITO, TEXTOS TRADUZIDOS & AQUISIÇÃO DE VOCABULÁRIO.

www.inglesparaconcursos.blog.br

❑  PROVA DE LÍNGUA INGLESA:

•  CESGRANRIO-2013-Banco Nacional de Desenvolvimento Econômico e Social-PROFISSIONAL BÁSICO-Prova aplicada em 03/03/2013.

❑ ESTRUTURA-PROVA:

www.cesgranrio.org.br

• 10 MCQs (Multiple Choice Question) / 5 Options Each Question.
• Texto – | Coworking: Sharing How We Work | http://workawesome.com |

PROVA, TRADUÇÃO, GABARITO & MUITO VOCABULÁRIO

❑ PROVA:

❑ PROVA:

01-B,  02-C,  03-A,  04-C,  05-D

06-E,  07-B,  08-E,  09-D,  10-D

➧ VOCABULÁRIO/EXPRESSÃO:

1) VERBS:

➧[to roost = alojar-se, hospedar]

2) PHRASAL VERBS:

➧[to come up = sinônimo de "appear" (surgir),"arise" (surgir)]

➧[to come out = pode expressar o sentido literal "SAIR"(de algum lugar) ou expressar o sentido de "VIR À TONA","FICAR CONHECIDO". Pode expressar também o sentido de "SER LANÇADO", quando se trata de mídias como: músicas, filmes, livros…]
➧[We can come out of hiding," a coworker tells us.="Nós podemos SAIR do esconderijo", um colega de trabalho nos diz"]
➧[to come up with = sinônimo de "produce"(produzir),"present"(apresentar) ou "discover"(descobrir)] 
➧[to get it of = livrar-se"]

3) ADJECTIVES:

➧[puzzling = embarrassing( embaraçoso) = enigmatic (enigmático) = complicated (complicado)]

➧[self-employed = empregado autônomo]

4) IDIOMS:

➧[cookie-cutter = comum. É um adjetivo que expressa um estilo ou abordagem: estilo de que é sempre usado" ou "uma abordagem sobre algo em que não é dado atenção suficiente as diferenças individuais.]

➧[She does not have her own style, she is cookie-cutter. = Ela não tem seu próprio estilo, ela é uma pessoa comum.]
➧[and has an aesthetic appeal that’s a far cry from the typical cookie-cutter office environment. = e que tenha um apelo estético que esteja muito longe do ambiente de escritório típico comum.]

❑ TRADUÇÃO-TEXTO:

Coworking: Sharing How We Work

Coworking: Compartilhando como trabalhamos

Genevieve DeGuzman

Communication

In the past, when trying to find places to work, independent workers, small businesses, and organizations often had to choose between several scenarios (a), all with their attendant advantages and disadvantages: working from home; working from a coffee shop, library, or other public venue; or leasing an executive suite or other commercial space.
No passado, ao tentar encontrar lugares para trabalhar, trabalhadores independentes, pequenas empresas e organizações muitas vezes tinham que escolher entre vários cenários (a), todos com suas vantagens e desvantagens: trabalhar em casa; trabalhar em uma cafeteria, biblioteca ou outro local público; ou alugar uma suíte executiva ou outro espaço comercial.

Is there a better way to work? Yes. Enter coworking. 
Existe uma maneira melhor de trabalhar? Sim. Entre no coworking.
Coworking takes freelancers, indie workers, and entrepreneurs who feel that they have been dormant or isolated working alone at home or who have been migrating from a coffee shop to a friend's garage or languishing in a sterile business center — to a space where they can truly roost.
O coworking leva freelancers, trabalhadores independentes e empreendedores que se sentem adormecidos ou isolados trabalhando sozinhos em casa ou que estão migrando de uma cafeteria para a garagem de um amigo ou definhando em um business center estéril — para um espaço onde eles podem realmente se acomodar.
"We can come out of hiding," a coworker tells us, "and be in a space that's comfortable, friendly, and has an aesthetic appeal that’s a far cry from the typical cookie-cutter office environment."
"Podemos sair do esconderijo", conta um colega de trabalho, "e estar em um espaço confortável, amigável e com um apelo estético muito diferente do ambiente típico de escritório."
For many, it might be puzzling to pay for a wellequipped space teeming with other people(c), even with the chance of free coffee and inspiration. You might ask yourself, "Well, why pay for a place to work when I'm perfectly comfortable at home and paying nothing?" Or, "Isn't the whole point of telecommuting or starting my own business a chance to avoid 'going to the office'?"
Para muitos, pode ser intrigante pagar por um espaço bem equipado e lotado de outras pessoas(c), mesmo com a chance de café e inspiração grátis. Você pode se perguntar: "Bem, por que pagar por um lugar para trabalhar quando estou perfeitamente confortável em casa e não pago nada?" Ou, "O objetivo do teletrabalho ou de começar meu próprio negócio não é uma chance de evitar 'ir ao escritório'?"
Coworking may sound like an unnecessary expense, but let's consider what you get from being a part of the space.
O coworking pode parecer uma despesa desnecessária, mas vamos considerar o que você ganha ao fazer parte do espaço.
At its most basic level, coworking is the phenomenon of workers coming together in a shared or collaborative workspace for one or more of these reasons: to reduce costs by having shared facilities and equipment, to access a community of fellow entrepreneurs, and to seek out collaboration within and across fields. Coworking spaces offer an exciting alternative for people longing to escape the confines of their cubicle walls, the isolation of working solo at home, or the inconveniences of public venues.
Em seu nível mais básico, o coworking é o fenômeno de trabalhadores se reunindo em um espaço de trabalho compartilhado ou colaborativo por um ou mais destes motivos: para reduzir custos por ter instalações e equipamentos compartilhados, para acessar uma comunidade de colegas empreendedores e para buscar colaboração dentro e entre campos. Os espaços de coworking oferecem uma alternativa empolgante para pessoas que desejam escapar dos limites das paredes de seus cubículos, do isolamento de trabalhar sozinhas em casa ou das inconveniências de locais públicos.
The benefits and cost-savings in productivity and overall happiness and well-being reaped from coworking are also potentially huge. Enthusiasm and creativity become contagious and multiply when you diversify your work environment with people from different fields or backgrounds. At coworking spaces, members pass each other during the day, conversations get going, and miraculously idea-fusion happens with everyone benefitting from the shared thinking and brainstorming.
Os benefícios e economias de custos em produtividade e felicidade geral e bem-estar colhidos do coworking também são potencialmente enormes. Entusiasmo e criatividade se tornam contagiosos e se multiplicam quando você diversifica seu ambiente de trabalho com pessoas de diferentes áreas ou origens. Em espaços de coworking, os membros se cruzam durante o dia, as conversas acontecem e, milagrosamente, a fusão de ideias acontece com todos se beneficiando do pensamento e do brainstorming compartilhados.
Differences matter. Coworking hinges on the belief that innovation and inspiration come from the cross-pollination of different people in different fields or specializations. Random opportunities and discoveries that arise from interactions with others play a large role in coworking.
Diferenças importam. O coworking depende da crença de que inovação e inspiração vêm da polinização cruzada de diferentes pessoas em diferentes campos ou especializações. Oportunidades aleatórias e descobertas que surgem de interações com outros desempenham um grande papel no coworking.
To see this in action on a large scale, think about Google. Google made the culture of sharing and collaboration in the workplace legend. It deployed “grouplets” for initiatives that cover broader changes through the organization.
Para ver isso em ação em larga escala, pense no Google. O Google tornou a cultura de compartilhamento e colaboração no local de trabalho uma lenda. Ele implantou “grouplets” para iniciativas que abrangem mudanças mais amplas por toda a organização.
One remarkable story of a successful Google grouplet involved getting engineers to write their own testing code to reduce the incidence of bugs in software code. Thinking creatively, the grouplet came up with a campaign based on posting episodes discussing new and interesting testing techniques on the bathroom stalls. “Testing on the Toilet” spread fast and garnered both rants and raves. Soon, people were hungry for more, and the campaign ultimately developed enough inertia to become a de facto part of the coding culture. They moved out of the restrooms and into the mainstream. 
Uma história notável de um grouplet bem-sucedido do Google envolveu fazer com que engenheiros escrevessem seu próprio código de teste para reduzir a incidência de bugs no código do software. Pensando criativamente, o grouplet criou uma campanha baseada na publicação de episódios discutindo técnicas de teste novas e interessantes nas cabines do banheiro. "Teste no vaso sanitário" se espalhou rapidamente e rendeu reclamações e elogios. Logo, as pessoas estavam famintas por mais, e a campanha acabou desenvolvendo inércia suficiente para se tornar uma parte de fato da cultura de codificação. Eles saíram dos banheiros e entraram no mainstream.
Keith Sawyer, a professor of psychology and education at Washington University in St. Louis, MO, has written widely on collaboration and innovation. In his study of jazz performances, Keith Sawyer made this observation, “The group has the ideas, not the individual musicians.” Some of the most famous products were born out of this mosh pit of interaction — in contrast to the romantic idea of a lone working genius driving change. According to Sawyer, more often than not, true innovation emerges from an improvised process and draws from trial-by-error and many inputs.
Keith Sawyer, professor de psicologia e educação na Washington University em St. Louis, MO, escreveu amplamente sobre colaboração e inovação. Em seu estudo sobre performances de jazz, Keith Sawyer fez esta observação: "O grupo tem as ideias, não os músicos individuais". Alguns dos produtos mais famosos nasceram desse mosh pit de interação — em contraste com a ideia romântica de um gênio solitário e trabalhador impulsionando a mudança. De acordo com Sawyer, na maioria das vezes, a verdadeira inovação emerge de um processo improvisado e extrai de tentativa por erro e muitas entradas.
Unexpected insights emerge from the group dynamic. If increasing interaction among different peer groups within a single company could lead to promising results, imagine the possibilities for solopreneurs, small businesses, and indie workers — if only they could reach similar levels of peer access as those experienced by their bigger counterparts. It is this potential that coworking tries to capture for its members.

Insights inesperados emergem da dinâmica do grupo. Se aumentar a interação entre diferentes grupos de pares dentro de uma única empresa pode levar a resultados promissores, imagine as possibilidades para solopreneurs, pequenas empresas e trabalhadores independentes — se eles pudessem atingir níveis semelhantes de acesso de pares como aqueles experimentados por seus colegas maiores. É esse potencial que o coworking tenta capturar para seus membros.

Available at:<http://workawesome.com/productivity/coworking/>.Retrieved on: 21 Oct. 2011. Adapted. 

21 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

The main purpose of the text is to 

[a] convince people in different fields or specializations that they must work in pairs.
[b] suggest that coworking is an economic and socially stimulating alternative to boost workers' well-being and productivity.
[c] question the relevance of teeming with other coworkers if the professional can work peacefully from home.
[d] criticize organizations that do not offer their employees the opportunity to experience group dynamics.
[e] campaign for the installation of comfortable coworking spaces in all companies to encourage employees' creativity and enthusiasm.

22 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

The expression "indie workers", refers to

[a] retired civil servants
[b] lazy businessmen aiming for profit 
[c] self-employed independent professionals
[d] expert employees at international organizations 
[e] workaholic employers in large companies

23 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

The boldfaced verb form conveys the idea of strong necessity in

[a]"independent workers, small businesses, and organizations often had to choose between several scenarios".
[b]"to a space where they can truly roost."
[c]"it might be puzzling to pay for a well-equipped space teeming with other people".
[d]"Coworking may sound like an unnecessary expense".
[e]"If increasing interaction among different peer groups within a single company could lead to promising results."

24 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

Based on the meanings in the text,

[a]"puzzling" and confusing are antonyms.
[b]"longing" and desiring express contradictory ideas."
[c]"reaped" and derived express similar ideas.
[d]"hinges on" and contradicts are synonyms.
[e]"deployed" and spread out do not have equivalent meanings.

25 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

According to the text, all the reasons below are benefits that support the choice of a collaborative workplace, EXCEPT:

[a] stimulate shared thinking and brainstorming.
[b] reduce costs by sharing facilities and equipment.
[c] promote interaction among different peer groups.
[d] pay for workspace and having to commute to work.
[e] escape the isolation and discomfort when working in public spaces.

26 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

Google is mentioned in paragraphs 10 and 11 of the text in order to

[a] contrast the legends on workplace productivity with Google’s large scale marketing initiatives.
[b] argument with a counter-example to prove that coworking does not always bring about a successful result.
[c] suggest that it is essential to campaign for new techniques that will foster inertia in the work environment.
[d] illustrate how software engineers can find better solutions for bathroom installations.
[e] demonstrate through example how workers in different specializations can collaborate to find innovative solutions for the business.

27 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

In the fragments "and to seek out collaboration within and across fields" and "the grouplet came up with a campaign based on posting episodes", the expressions seek out and came up with mean, respectively,

(A) get rid of / banned
(B) search for / produced
(C) come upon / discarded
(D) turn down / devised
(E) track down / excluded

      Comentários e Gabarito    B  
TÓPICO - PHRASAL VERBS :

In the fragments "and to seek out collaboration within and across fields" and "the grouplet came up with a campaign based on posting episodes", the expressions seek out and came up with mean, respectively,

(A) get rid of / banned
(B) search for / produced
(C) come upon / discarded
(D) turn down / devised
(E) track down / excluded

>>FRAGMENTO 1:

>"and to seek out collaboration within and across fields"

> e buscar colaboração dentro e entre campos;

>>>"TO SEEK OUT"(procurar, buscar) e 

"TO SEARCH FOR"(procurar, buscar) são sinônimos.

>>FRAGMENTO 2:

> "the grouplet came up with a campaign based on posting episodes"

> "o grupo criou uma campanha baseada na publicação de episódios"

>>"TO COME UP WITH"(sugerir, propor) e 

"TO PRODUCE"(produzir) são sinônimos.

28 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

Professor Keith Sawyer mentions that "The group has the ideas, not the individual musicians." to mean that

[a]  the dispute among consumers is the key to profitable product-design changes.
[b] the famous products result from professionals working individually to achieve the aims of the group.
[c] improvisation and trial-and-error always leads to the best solutions for the market place.
[d] good jazz performances are made up of individual musicians who strive to play their instruments far louder than the others.
[e] it is the whole orchestra that makes the music sound pleasant just as it is the whole professional team that will achieve a successful solution.

29 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

In the fragment "as those experienced by their bigger counterparts" the pronoun those refers to

[a] results.
[b] possibilities.
[c] solopreneurs.
[d] levels.
[e] counterparts

30 – (CESGRANRIO-2013-BNDES-PROFISSIONAL BÁSICO)

The statements below represent opinions collected from different workers. The only one which can be considered as an argument against coworking is:

(A) ‘One of the best things is that I pay lower than I would for a dedicated office, so I don’t feel pressured to go to the coworking facility every day.’
(B) ‘Though my home office is great and I love it, I sometimes need the distance and collaborative environment that my coworking space provides.’
(C) ‘The vibe of being around others can feel like a wave carrying you even when you’re not sure where to go – if you need a little social boost.’
(D) ‘Perhaps you won’t like any of the other people at your coworking space, or that the proprietors aren’t putting much effort into socializing or collaboration.’
(E) ‘The shared space provides instant community and a stimulating atmosphere around other professionals working towards the same intentions as I am.’

CESGRANRIO-2010 — BNDES — ANALISTA DE SISTEMAS — CONCURSO PÚBLICO — BANCO NACIONAL DE DESENVOLVIMENTO ECONÔMICO E SOCIAL — PROVA COM GABARITO.

❑ PROVA DE LÍNGUA INGLESA: CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS.

❑ ESTRUTURA-PROVA:

➭ 10 Multiple Choice Questions / 5 Options Each Question.

➭ Text (1) – The importance of discovering your plan B | The European Business Review | www.europeanbusinessreview.com |

➧ PROVA:

❑ TEXTO 1 - TRADUÇÃO:

The importance of discovering your plan B

A importância de descobrir o seu plano B

If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors. How did they get from their Plan A to a business model that worked? Why did they succeed when most new ventures crash and burn?

Se os fundadores da Google, Starbucks ou PayPal tivessem mantido os seus planos de negócio originais, provavelmente nunca teríamos ouvido falar deles. Em vez disso, fizeram alterações radicais aos seus modelos iniciais, tornaram-se nomes conhecidos e proporcionaram grandes retornos aos seus fundadores e investidores. Como é que passaram do seu Plano A para um modelo de negócio que funcionou? Porque é que foram bem sucedidas quando a maioria das novas empresas se desmoronou?

Every aspiring entrepreneur, whether they desire to start a new company or create something new within an existing company, has a Plan A — and virtually all of these individuals believe that their Plan A will work. They can probably even imagine how they’ll look on the cover of Fortune or Inc. magazine. Unfortunately, they are usually wrong. But what separates the ultimate successes from the rest is what they do when their first plan fails to catch on. Do they lick their wounds, get back on their feet, and morph their newly found insights into great businesses or do they doggedly stick to their original plan?

Todos os aspirantes a empresários, quer desejem iniciar uma nova empresa ou criar algo de novo numa empresa existente, têm um Plano A - e praticamente todos estes indivíduos acreditam que o seu Plano A vai funcionar. Provavelmente, até imaginam como é que vão aparecer na capa da revista Fortune ou da Inc. Infelizmente, estão normalmente enganados. Mas o que separa os grandes sucessos dos restantes é o que fazem quando o seu primeiro plano não é bem sucedido. Será que lambem as feridas, voltam a pôr-se de pé e transformam os seus novos conhecimentos em grandes negócios ou mantêm-se obstinadamente fiéis ao seu plano original?

Let’s face an uncomfortable fact: the typical startup process, largely driven by poorly conceived business plans based on untested assumptions, is seriously flawed. Most new ventures, even those with venture capital backing, share one common characteristic. They fail. But there is a better way to launch new ideas — without wasting years of your time and loads of investors’ money. This better way is about discovering a business model that really works: a Plan B, like those of Google and Starbucks, which grows out of the original idea, builds on it, and once it’s in place, enables the business to grow rapidly and prosper.

Vamos encarar um fato incômodo: o processo típico de arranque, em grande parte impulsionado por planos de negócios mal concebidos, baseados em suposições não testadas, é gravemente defeituoso. A maioria das novas empresas, mesmo as que contam com o apoio de capital de risco, partilham uma caraterística comum. Falham. Mas há uma forma melhor de lançar novas ideias - sem desperdiçar anos do seu tempo e muito dinheiro dos investidores. Esta melhor forma consiste em descobrir um modelo de negócio que realmente funcione: um Plano B, como os da Google e da Starbucks, que se desenvolve a partir da ideia original, se baseia nela e, uma vez implementado, permite que o negócio cresça rapidamente e prospere.

Most of the time, breaking through to a better business model takes time. And it takes error, too — error from which you learn. For Max Levchin, who wanted to build a business based on his cryptography expertise, Plans A through F didn’t work, but Plan G turned out to be the ubiquitous PayPal we know today.

Na maioria das vezes, a passagem para um modelo de negócio melhor leva tempo. E também é preciso cometer erros - erros com os quais se aprende. Para Max Levchin, que queria construir um negócio baseado na sua experiência em criptografia, os Planos A a F não funcionaram, mas o Plano G acabou por ser o omnipresente PayPal que conhecemos hoje.

Getting to Plan B in Your Business

Chegar ao Plano B na sua empresa

How can you break through to a business model that will work for your business? First, you’ll need an idea to pursue. The best ideas resolve somebody’s pain, some customer problem you’ve identified for which you have a solution that might work. Alternatively, some good ideas take something in customers’ lives that’s pretty boring and create something so superior it provides true customer delight, as was the case for the Walkman and the iPod.

Como é que pode chegar a um modelo de negócio que funcione para a sua empresa? Em primeiro lugar, precisa de uma ideia para desenvolver. As melhores ideias resolvem a dor de alguém, algum problema do cliente que identificou e para o qual tem uma solução que pode funcionar. Em alternativa, algumas boas ideias pegam em algo que é bastante aborrecido na vida dos clientes e criam algo tão superior que proporciona um verdadeiro prazer ao cliente, como foi o caso do Walkman e do iPod.

Next, you’ll need to identify some analogs, portions of which you can borrow or adapt to help you understand the economics and various other facets of your proposed business and its business model. And you’ll need antilogs, too. As we have seen from the Apple story, analogs and antilogs don’t have to only be from your own industry, though. Sometimes the most valuable insights come from rather unusual sources.

Em seguida, terá de identificar alguns análogos, partes dos quais pode pedir emprestado ou adaptar para o ajudar a compreender a economia e várias outras facetas da sua empresa proposta e do seu modelo de negócio. E também vai precisar de análogos. No entanto, como vimos na história da Apple, os análogos e os antilógicos não têm de ser apenas do seu próprio sector. Por vezes, os conhecimentos mais valiosos provêm de fontes bastante incomuns.

Having identified both analogs and antilogs, you can quickly reach conclusions about some things that are, with at least a modicum of certainty, known about your venture. But it is not what you know that will likely scupper your Plan A, of course. It’s what you don’t know. The questions you cannot answer from historical precedent lead to your leaps of faith — beliefs you hold about the answers to your questions despite having no real evidence that these beliefs are actually true.

Tendo identificado os análogos e os antilógicos, pode rapidamente chegar a conclusões sobre algumas coisas que são, pelo menos com um mínimo de certeza, conhecidas sobre o seu projeto. Mas não é o que se sabe que provavelmente arruinará o Plano A, claro. É o que não se sabe. As perguntas a que não consegue responder com base em precedentes históricos conduzem aos seus saltos de fé - crenças que tem sobre as respostas às suas perguntas, apesar de não ter provas reais de que essas crenças são realmente verdadeiras.

To address your leaps of faith, you’ll have to leap! Identify your key leaps of faith and then test your hypothesis. That may mean opening a smaller shop than you aspire to operate, just to see how customers respond. It may mean trying different prices for your newly developed gadget to see which price makes sales pop. By identifying your leaps of faith early and devising ways to test hypotheses that will prove or refute them, you are in a position to learn whether or not your Plan A will work before you waste too much time and money.

Para resolver os seus saltos de fé, terá de saltar! Identifique os seus principais saltos de fé e, em seguida, teste a sua hipótese. Isso pode significar abrir uma loja mais pequena do que aquela que ambiciona, só para ver a reação dos clientes. Pode significar experimentar preços diferentes para a sua nova engenhoca para ver qual o preço que faz disparar as vendas. Ao identificar os seus saltos de fé numa fase inicial e ao conceber formas de testar hipóteses que os comprovem ou refutem, estará em posição de saber se o seu Plano A funcionará ou não, antes de perder demasiado tempo e dinheiro.

The European Business Review Available at: http://www.europeanbusinessreview.com/?p=1608 - retrieved on July 4th, 2010.

❑ QUESTIONÁRIO:

01 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

According to the authors,

(A) businesses only prosper if they strictly adopt their Plan A. (B) most famous companies fail because their leaders never stick to their original plan.

(C) it is necessary to be faithful to the first business plan and wait for customers to respond.

(D) some currently successful companies had to give up their initial plans for alternative business models.

(E) companies always fail when they decide to adopt their Plan B as a shortcut to their original business strategy.

👍 Comentários e Gabarito   (D)  
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:

According to the authors,

De acordo com os autores,

(A) businesses only prosper if they strictly adopt their Plan A. — as empresas só prosperam se adoptarem rigorosamente o seu Plano A.

(B) most famous companies fail because their leaders never stick to their original plan. — as empresas mais famosas falham porque os seus líderes nunca cumprem o plano inicial.

(C) it is necessary to be faithful to the first business plan and wait for customers to respond. — é preciso ser fiel ao primeiro plano de negócios e esperar a resposta dos clientes.

(D) some currently successful companies had to give up their initial plans for alternative business models. — algumas empresas de sucesso atual tiveram de abandonar os seus planos iniciais por modelos de negócio alternativos.

➭ CONFIRMAÇÃO NO TEXTO: Google, Starbucks, or PayPal são exemplos de empresas de sucessos que fizeram alterações significativas aos seus planos de negócio originais, conforme o trecho:

• "[...] If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors."

(E) companies always fail when they decide to adopt their Plan B as a shortcut to their original business strategy. — as empresas falham sempre que decidem adotar o seu Plano B como atalho para a sua estratégia de negócio original.

02 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

Google, Starbucks and PayPal are mentioned in paragraph 1 (lines 1-8) since they

(A) are the only well-known companies in America nowadays.

(B) represent companies which have never delivered high returns to the investors.

(C) are examples of companies which made significant alterations to their original business plans.

(D) illustrate the kind of businesses that remained loyal to their original plans and fought for results.

(E) have founders who have been on the cover of Fortune magazine and are the world’s richest men.

👍 Comentários e Gabarito   (D)  
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:

Google, Starbucks and PayPal are mentioned in paragraph 1 (lines 1-8) since they

Google, Starbucks e PayPal são mencionados no parágrafo 1 (linhas 1-8) porque

(A) are the only well-known companies in America nowadays. — são as únicas empresas bem conhecidas nos Estados Unidos atualmente.

(B) represent companies which have never delivered high returns to the investors. — representam empresas que nunca proporcionaram retornos elevados aos investidores.

(C) are examples of companies which made significant alterations to their original business plans. — são exemplos de empresas que fizeram alterações significativas aos seus planos de negócio originais.

➭ CONFIRMAÇÃO NO TEXTO: Google, Starbucks, or PayPal são exemplos de empresas de sucessos que fizeram alterações significativas aos seus planos de negócio originais, conforme o trecho:

• "[...] If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors."

(D) illustrate the kind of businesses that remained loyal to their original plans and fought for results. — ilustram o tipo de empresas que se mantiveram fiéis aos seus planos originais e lutaram por resultados.

(E) have founders who have been on the cover of Fortune magazine and are the world’s richest men. — têm fundadores que foram capa da revista Fortune e são os homens mais ricos do mundo.

03 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

Mulins and Komisar, in paragraph 3 (lines 21-33), state that the typical business startup process is usually unsuccessful because it

(A) does not invest rich sums or waste years on precise planning to design an elaborate business model.

(B) shares common characteristics with traditional businesses that have survived crises.

(C) expects the business to grow rapidly and prosper faster than all other companies in the market.

(D) rejects venture capital funding and does not expect immediate returns.

(E) is based on inadequately designed business plans and on market hypothesis that are not previously tested.

👍 Comentários e Gabarito   (E)  
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:

Mulins and Komisar, in paragraph 3 (lines 21-33), state that the typical business startup process is usually unsuccessful because it

Mulins e Komisar, no n.º 3 (linhas 21-33), afirmam que o processo típico de arranque de uma empresa é geralmente mal sucedido porque

(A) does not invest rich sums or waste years on precise planning to design an elaborate business model. — não investe somas avultadas nem perde anos num planeamento preciso para conceber um modelo de negócio elaborado.

(B) shares common characteristics with traditional businesses that have survived crises. — partilha características comuns com empresas tradicionais que sobreviveram a crises.

(C) expects the business to grow rapidly and prosper faster than all other companies in the market. — espera que a empresa cresça rapidamente e prospere mais depressa do que todas as outras empresas do mercado.

(D) rejects venture capital funding and does not expect immediate returns. — rejeita o financiamento de capital de risco e não espera retornos imediatos.

(E) is based on inadequately designed business plans and on market hypothesis that are not previously tested. — baseia-se em planos de negócios concebidos de forma inadequada e em hipóteses de mercado que não foram previamente testadas.

➭ CONFIRMAÇÃO NO TEXTO: conforme o trecho:

• "[...] Let’s face an uncomfortable fact: the typical startup process, largely driven by poorly conceived business plans based on untested assumptions, is seriously flawed."

➭ ASSUMPTION - SUPOSIÇÃO, PRESSUPOSTO, CRENÇA. [www.linguee.com.br]

➭ ASSUMPTION - A depender do contexto, o substantivo "ASSUMPTION" pode funcionar como UNCOUNTABLE NOUN(algo que você aceita como verdadeiro sem questionar ou provar:) ou  COUNTABLE NOUN (o ato de assumir uma posição de poder, responsabilidade, etc).

From: www.ldoceonline.com

04 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

Max Levchin, mentioned in paragraph 4 (lines 34-39), can be considered a(an)

(A) persistent businessman who fought for success.

(B) careless worker who didn’t take time to build a business model.

(C) foolish entrepreneur who insisted on opening his own company.

(D) expert in cryptography who failed as a businessman.

(E) impatient investor who did not believe PayPal would prosper.

05 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

The term in parentheses expresses the idea introduced by the term in bold in

(A) “Instead, they made radical changes to their initial models,” – lines 3-4 (replacement).

(B) “Unfortunately, they are usually wrong.” – line 15 (reason). (C) “Alternatively, some good ideas take something in customers’ lives that’s pretty boring…” – lines 45-47 (cause). (D) “Next, you’ll need to identify some analogs,” – line 50 (exemplification).

(E) “beliefs you hold about the answers to your questions despite having no real evidence…” – lines 64-66 (consequence).

06 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

In the fragments

“…their first plan fails to catch on.” (line 17) and “How can you break through to a business model…” (line 41),

the expressions “catch on” and “break through to” mean, respectively,

(A) arrange; find.

(B) work; discover.

(C) capture; give in.

(D) pick up; destroy.

(E) triumph; deteriorate.

07 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

The expression “...leaps of faith” (line 64) refers to

(A) a religious conviction that the business project is definitely going to prosper.

(B) confidence on the various concrete evidences that your business model will surely be successful.

(C) everything you do not know about the returns of your investment and should not worry about.

(D) knowledge about historical precedents that are applicable to your company’s current situation.

(E) assumptions about the aspects of the business you propose that are carefully thought of but not tested.

08 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

The word “might” in

“… you have a solution that might work.” (lines 44-45)

can be replaced without change in meaning by

(A) must surely.

(B) will certainly.

(C) may probably.

(D) can eventually.

(E) should definitely.

09 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

The pair of expressions that express opposing ideas is

(A) “...stuck to...” (line 2) – abandoned.

(B) “...grows out of... ” (line 31) – develops from.

(C) “...pursue.” (line 43) - follow.

(D) “...scupper...” (line 62) – ruin

(E) “...devising...” (line 75) – elaborating.

10 – (CESGRANRIO-2010-BNDES-ANALISTA DE SISTEMAS):

The sentence

“It may mean trying different prices for your newly developed gadget to see which price makes sales pop.” (lines 72-74) 

implies that

(A) higher product pricing will certainly lead to more market sales.

(B) sales are determined solely by the characteristics of the gadget.

(C) the most appropriate price should be defined by the competitors.

(D) the cheaper the product is, the more profitable the company will be.

(E) previous testing of price ranges will help find the one which will boost sales.