De acordo com o texto, em termos de sentido, verifica-se que

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How the world of work may change forever

More than seven months have passed since the World Health Organization declared Covid-19 a pandemic. Hundreds of millions of people have lived through lockdowns. Many have made the abrupt shift to working from home; millions have lost jobs. The future looks uncertain. We don't know when, or if, our societies might return to normal – or what kind of scars the pandemic will leave.

Today, we’re starting by looking at the issue of work: how the pandemic has normalized remote work, and what that might mean. Will we go to the office again – and, if so, how often? What impact will a ‘hybrid’ way of working have on how we communicate, connect and create? Will work-from-home be the great leveler in terms of gender equality and diversity? And what will work mean if our offices are virtual and we lose those day-to-day social interactions?

We all know that work will never be the same, even if we don’t yet know all the ways in which it will be different. What we can say with certainty is that the sudden shift to distributed work has provided a once-in-ageneration opportunity to reimagine everything about how we do our jobs and how we run our companies.

From the employee perspective, the shift is massive and very consequential: people are making new choices about where they want to live and creating new expectations about flexibility, working conditions and life balance that can’t be undone. Our Future Forum research of 4,700 knowledge workers found the majority never want to go back to the old way of working. Only 12% want to return to full-time office work, and 72% want a hybrid remote-office model moving forward.

All this change in our methods will go hand-in-hand with a change in our tools. Of course, we think computers have an important role to play as a new kind of headquarters for a digital first world, but the opportunities for digital transformation are expansive and wide-ranging. Businesses that do it well will drive engagement, achieve organizational agility, maintain alignment and empower teamwork across all disciplines and locations. They will have a competitive advantage in this new era of work. So, given these pros and cons, organizations have to rethink their working arrangements. This re-calibration will eventually settle on a sustainable new normal, likely a hybrid workforce and distributed workplace.

Enterprises adopting this new way of working – “virtual-first” – have these characteristics: One, the workplace is distributed across home, office and satellite offices. Employees can choose to work remotely or face-to-face based on their nature of work and teams’ preferences. Two, the teams are virtual ready. Managers know how to manage, coach, collaborate, evaluate performance and motivate their team remotely. Three, the technology enables multiple modes of working. Data is saved on cloud; access and security are tailored for different working modes; and applications allow seamless virtual collaborations. Four, the culture prioritizes trust and belonging. Interpersonal bonds are formed with intent and care. With these four critical moves, organizations can transit to a hybrid-workforce model and build a “virtual-first” enterprise.

Now that the world is familiar with video communications, the way businesses and individuals communicate and connect will be forever changed. Healthcare, education, finance and businesses large and small are growing and improving with the help of video communications. This year alone, hundreds of thousands of small business owners – yoga and piano instructors, therapists, accountants and others – maintained and even grew businesses using video to connect with customers

In the near future, some organizations will adopt a hybrid-work model, with certain days in the office and others remote, and might align employees’ in-office and remote schedules to create equity. Other companies will use video communications to be completely remote. Both models will enjoy increased productivity and deeper collaboration, and the ability to attract a more diverse workforce.

Some lessons learned: we can accomplish most tasks remotely without significant drop in productivity or quality. Most employees appreciate flexibility, especially those with long commute times and the continuous remote work extends the work day, diffuses work-life boundaries and reduces mental wellbeing.
Disponível em:
will-the-pandemic-change-the-way-we-work. Acesso em: 27 out. 2020. (Adaptado).

UEG 2021 - QUESTÃO 02
De acordo com o texto, em termos de sentido, verifica-se que

a) access and security are tailored pode ser compreendido, em português, como “acesso seguro em código”. 

b) made the abrupt shift pode ser compreendido, em língua portuguesa, como “fizeram a mudança abrupta”.

c) seamless virtual collaborations pode ser compreendido como “colaboração virtual guiada por equipes ”.

d) we can accomplish, na língua portuguesa, pode ser compreendido como “nós podemos organizar”.

e) the great leveler pode ser compreendido, na língua portuguesa, como “o maior crescimento”.


b) made the abrupt shift pode ser compreendido, em língua portuguesa, como “fizeram a mudança abrupta”.

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