Simple Past Passive Voice Students PDF

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INTEGRANTES Almazán García Lizethe Mendoza Arroyo Jessica Ramírez Mondragón Mitzi Aurora Torres Hernández Lizbeth Alondra

PASADO SIMPLE VOZ PASIVA

La “passive voice, simple past” (pasado simple voz pasiva) sirve para resaltar la acción que realizó el sujeto. Se usa de la misma manera que el presente simple del pasivo, pero para hablar del pasado. Se forma con el verbo was / were que en este caso juegan el papel de auxiliares (ya que se pueden encontrar como verbos principales en otras estructuras gramaticales) y un verbo en pasado participio.

SUJETO (subject) participle)

+ +

VERBO TO BE EN PASADO PARTICIPIO

+

was / were (not )

VERBO EN PASADO +

(past

The letter was written. (La carta fue escrita.)

En el ejemplo siguiente el sujeto de la frase en la voz activa (el gato), se convierte en un complemento de la frase en la voz pasiva.

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El gato se comió al ratón.  Forma activa. El ratón fue comido por el gato.  Forma pasiva.

Usos del pasado simple del pasivo 1. Usamos la voz pasiva cuando el agente es desconocido.

 Something was stolen from our garage last night. (Algo fue robado de nuestro garaje anoche.) 2. Usamos la voz pasiva para enfatizar el sujeto.

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It was Henry who shouted at the guards.

(Fue Henry quien gritó a los guardias.) 3. Usamos la voz pasiva para hablar acerca de verdades muy generales.

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The earth was occupied by dinosaurs over 65 million years ago.

(La tierra fue ocupada por dinosaurios hace más de 65 millones de años.) 4. Usamos la voz pasiva si queremos ser poco claros o vagos sobre el tema/sujeto.

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All she told me was that letters were written.

(Todo lo que ella me dijo fue que las cartas fueron escritas.) 5. Usamos la voz pasiva en un ambiente más formal como en una tesis o una redacción importante, como, por ejemplo, redacciones científicas.

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The elements of the structure were put into the mix.

(Los elementos de la estructura fueron puestos en la mezcla.)

Pasado simple voz pasiva en su estructura negativa. Para referirnos a una negación en pasado simple voz pasiva, solo es necesario agregar “not” después del verbo auxiliar (was/were). Por ejemplo: The letter was not written by Jim. (La carta no fue escrita por Jim) The boxes were not returned by Kelly. (Las cajas no fueron devueltas por Kelly) Cabe destacar, que usualmente estas dos palabras se encuentran abreviadas: wasn ´t / weren´t pero su significado sigue siendo el mismo.

Preguntas en pasado simple del pasivo Para formar preguntas en pasado simple del pasivo, se pone was / were antes del sujeto y se usa el participio pasado como siempre. Así que cambia el orden de las palabras nada más. 

Was the job finished on time? (¿Fue el trabajo terminado a tiempo?)

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Was the film “Titanic” made by Steven Spielberg? (¿Fue la película de “Titanic” hecha por Stiven Spielberg?)

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Wasn´t the food delivered? (¿No fue la comida entregada?)

Aquí tienes unas preguntas con who, where, why. 

Where were these shoes made? (¿Dónde fueron estos zapatos hechos?)

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When was the package delivered? (¿Cuándo fue el paquete entregado?)

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Who was that photo taken by? (¿Por quién fue tomada esa foto?)

I.

Transforma las siguientes oraciones de voz activa a voz pasiva pasado simple. (En español)

1. Los niños quebraron el vidrio. El vidrio fue quebrado por los niños. 2. El profesor felicitó al alumno. ________________________________________. 3. Juan escribió la mejor monografía. ________________________________________. 4. Los policías delataron a los asaltantes. ________________________________________. 5. Laura construyó la casa de muñecas. ________________________________________. 6. La policía investigó un posible fraude. ________________________________________.

II.

Escoge el verbo to be en pasado que sea correcto en cada una de las oraciones siguientes.

1. Two pints was / were drunk at Paul´s house. 2.

3. Two fossils of mammouth were/was found. 4. The windows were/was cleaned 5. The building was/were destroyed by the fire. 6. The thief was/were found in that house by the pólice. 8. A book were/was given to Mary by John.

III.

Selecciona la opción correcta.

1. My car was ________ last night. a) Drive b) Stolen c) Take 2. That house was ________ in the 1920s. a) Built b) Made c) Construct 3. The planet Neptune was ____________ in 1846. a) Saw b) Discovered c) Paint 4. These shoes were _________ in Italy. a) Did b) Buy c) Made 5. The package was _____________ yesterday afternoon. a) Delivered b) Arrived c) Cooked 6. Why was he ___________?

a) Broken b) Seen c) Fired

IV.

Rellena los espacios con las palabras para completar la pasiva de cada una de las frases en pasado simple.

Ejemplo: They gave a large sum of money to the poor. Respuesta: A large sum of money was given to the poor.

a) We packed the cases last night. The cases _____________ last night. b) They said she wasn't coming back. It ____________ she wasn´t coming back. c) We spotted a lot of black storks yesterday. A lot of black storks ____________ yesteday. d) The local council planted hundreds of trees last year. Hundreds of trees ______________ last year. e) In the end they didn´t close down the factory. In the end the factory _____________________. f) Did they introduce you to Mary last night? ________________ to Mary last night? g) Did the children put away all the toys before they went to bed? __________________ away before they went to bed? h) Somebody abandoned this lovely dog on the main road. This lovely dog ______________ on the main road.

‘Adapt or die’: Why being a CEO is more challenging than ever.

With no financial crisis or global pandemic prompting the great CEO exodus of 2019, what lessons can be gained for today’s CEOs looking ahead to an uncertain future? With a stable global economy buoying bottom lines of 2019, a total of 1,640 CEOs departed US businesses. This was the highest turnover ever recorded by global outplacement and executive coaching firm Challenger, Gray & Christmas since it started tracking CEO turnover in 2002. The lingering impact of the #MeToo movement meant CEOs were increasingly held to a higher ethical standard last year. In November, McDonald’s CEO Steve Easterbrook was forced to step down after admitting to a consensual relationship with an employee, but most departures weren’t so dramatic. “Many CEOs (395) retired from their positions after a long tenure, leaving the company in relatively good shape,”. It was said by Andrew Challenger, SVP of Challenger, Gray & Christmas. “Others left because their skills were in demand and they were offered new opportunities (154). And more found that advances in technology and shifts in consumer behaviour called for new leadership.” The trend of high CEO turnover is not limited to the US. “Before COVID-19, CEO tenure in the top 50 ASX-listed companies had continued on a downward trend since 2003,”. This was commented by veteran PR advisor John Connolly who has counselled companies in the US, Canada, UK and Australia. “In 2003, it was 8.5 years, and today it is only 3.7 years. The pressure on a CEO has definitely become more intense in recent years. I think there’s now a climate of outrage, and that outrage needs an answer. The answer has been, in a lot of cases, to fire the CEO.” A lot of them were fired. Given the current crisis, Challenger admits that “CEO movement appears to have ground to a halt as companies take a wait and see approach amid all the uncertainty”. But, many of last year’s departures can provide lessons for the months and years ahead as businesses around the world weather an unprecedented storm.

CEO turnover shows everyone is replaceable Last year’s high CEO turnover numbers suggest that even when an economy or company is doing well, the board and stakeholders, or even the public, can always believe someone can do it better than the existing CEO. “Higher labour turnover, in this case in the market for CEOs, usually suggests increased competition,” rationalises Professor Carl Rhodes, Deputy Dean of the University of Technology Business School in Sydney. “CEOs are working in an increasingly cutthroat labour market, where there is always someone in the wings waiting to take over their job.” According to the Challenger, Gray & Christmas research, 784 replacement CEOs came from outside the company and 620 were internal replacements. This was the first time that external candidates outpaced internal ones since 2013. “One of the key drivers for this is the new challenges CEOs are facing, such as digital transformation, changing market environments and diverse workforces.” – The above mentioned, was explained by Kris Grant. The replacement of Nike CEO Mark Parker in October with John Donahoe, formerly of eBay, shows how boards are increasingly looking at candidates who have strengths and knowledge beyond what exists within the organisation. In this case, Donahoe was recruited to oversee a big push into ecommerce for Nike, a well forecasted move given the current crisis.

CEOs need to adapt under pressure

While the current global pandemic is testing companies in ways they could never before have conceived, there is no doubt that the pressures of running a modern-day business were already increasing before 2020. “In 2019, the Asia–Pacific market saw one of its highest CEO turnover rates in the past 10 years,” describes Kris Grant, CEO of ASPL Recruitment and Consulting. “One of the key drivers for this is the new challenges CEOs are facing, such as digital transformation, changing market environments and diverse workforces.” Retail is one sector where CEOs have failed to adapt quickly enough, or even at all. The CEO of clothing giant GAP, Art Peck, stepped down in November after he presided over several years of declining sales and the company’s stock losing more than half its value. “CEOs must have the agility to respond to rapidly changing market conditions and display effective leadership – something which is becoming one of the most crucial parts of the role,” emphasises Grant. “This has become apparent through Australia’s bushfire crisis and now the COVID-19 outbreak. A great example of this is Andy Penn, CEO of telecommunications giant Telstra, who is leading his workforce through COVID-19 with a combination of confident decision-making and clear communication with employees.” While businesses and organisations are fighting for survival right now, there will be a lot of reflection in a post-COVID world on how CEOs steered the ship through the crisis. As Grant confirms, “The main challenge for CEOs around the world is how quickly they can innovate to maximise this period of uncertainty.” ‘Adapt or die’ is an often-used metaphor when describing the extinction of the dinosaurs, and, perhaps, many of 2019’s departed CEOs as well. Boeing’s former CEO, Dennis Muilenburg, was ousted in December after two fatal crashes of the company’s bestselling plane, but he will depart with stock and pension awards worth more than US$60 million. In the US, the government/non-profit sector led all industries in CEO turnover in 2019, with 339 departures – 22.8% more than 2018.

ACTIVIDADES DE COMPRESIÓN DE LECTURA

V.

Selecciona verdadero o falso, según corresponda.

1. La rotación del CEO muestra que no todos son reemplazables

a) VERDADERO

b) FALSO

2. Es una realidad que las presiones de administrar un negocio ya estaban aumentando incluso antes de 2020. a) VERDADERO

b) FALSO

3. En 2013, el mercado de Asia registró una de sus tasas de rotación de CEO más altas. a) VERDADERO b) FALSO

4. Dennis Muilenburg, director ejecutivo del gigante de las telecomunicaciones Telstra, quien lidera a su fuerza laboral a través de COVID-19.

a) VERDADERO

b) FALSO

5. Incluso aunque las cosas funcionen bien, siempre se puede creer que alguien puede hacerlo mejor que el director general actual.

a) VERDADERO

VI.

b) FALSO

Escoge la respuesta correcta con respecto a la lectura anterior.

1. "Una mayor rotación laboral, en este caso en el mercado de los CEO, generalmente sugiere una mayor competencia", racionaliza ___________ a) Profesor Carl Rhodes. b) Mark Parker. c) John Donahoe.

2. El CEO del gigante de la confección GAP, Art Peck, renunció en ____________, después de que presidió durante varios años la disminución de las ventas y acciones. a) diciembre b) marzo c) noviembre

3. Según la investigación de Challenger, __________ & Christmas, 784 CEOs de reemplazo vinieron de fuera de la compañía y 620 fueron reemplazos internos. a) Gray b) Nike c) GAP

4. Con una economía global estable que impulsó los resultados de 2019, un total de 1,640 CEO abandonaron las empresas ________________. a) Asiáticas b) Estadounidenses c) Europeas

5. Antes de COVID-19, la permanencia de CEO en las 50 principales empresas que cotizan en ASX había continuado con una tendencia __________ desde 2003” a) Al alta b) A la baja c) Estable

VII.

Relaciona las columnas con relación a la lectura.

1. It was said by Andrew Challenger.

( 3 ) were fired.

2. This _____________ by veteran PR advisor John Connolly.

( 4 ) was explained

3. A lot of them _____________.

( 1 ) was said

4. The above mentioned,_______ by Kris Grant.

( 5 ) was recruited

5. Donahoe ________ to oversee a big push into ecommerce for Nike.

( 2 ) was commented...