Questões de Concurso Sobre análise sintática | syntax parsing em inglês

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    Disappointment with both grammar-translation and audiolingual methods for their inability to prepare learners for the interpretation, expression, and negotiation of meaning, along with enthusiasm for an array of alternative methods increasingly labeled communicative, has resulted in no small amount of uncertainty as to what are and are not essential features of CLT. Thus, this summary description would be incomplete without brief mention of what CLT is not.

     CLT is not exclusively concerned with face-to-face oral communication. The principles of CLT apply equally to reading and writing activities that involve readers and writers engaged in the interpretation, expression, and negotiation of meaning; the goals of CLT depend on learner needs in a given context. CLT does not require small-group or pair work; group tasks have been found helpful in many contexts as a way of providing increased opportunity and motivation for communication. However, classroom group or pair work should not be considered an essential feature and may well be inappropriate in some contexts. Finally, CLT does not exclude a focus on metalinguistic awareness or knowledge of rules of syntax, discourse, and social appropriateness. The essence of CLT is the engagement of learners in communication in order to allow them to develop their communicative competence. Terms sometimes used to refer to features of CLT include process oriented, task-based, and inductive, or discovery oriented. Inasmuch as strict adherence to a given text is not likely to be true to its processes and goals, CLT cannot be found in any one textbook or set of curricular materials. In keeping with the notion of context of situation, CLT is properly seen as an approach or theory of intercultural communicative competence to be used in developing materials and methods appropriate to a given context of learning. And contexts change.

(Celce-Murcia, M. 2001. Adaptado)

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    It happens that the publication of this edition of the Oxford Advanced Learner’s Dictionary comes 250 years after the appearance of the first comprehensive dictionary of the English language, compiled by Samuel Johnson. Much has changed since then. The English that Johnson described in 1755 was relatively well defined, still essentially the national property of the British. Since then, it has dispersed and diversified, has been adopted and adapted as an international means of communication by communities all over the globe. English is now the name given to an immensely diverse variety of different usages. This obviously poses a problem of selection for the dictionary maker: which words are to be included in a dictionary, and thus granted recognition as more centrally or essentially English than the words that are left out?

     Johnson did not have to deal with such diversity, but he too was exercised with this question. In his Plan of an English Dictionary, published in 1747, he considers which words it is proper to include in his dictionary; whether ‘terms of particular professions’, for example, were eligible, particularly since many of them had been derived from other languages. ‘Of such words,’ he says, ‘all are not equally to be considered as parts of our language, for some of them are naturalized and incorporated, but others still continue aliens...’. Which words are deemed to be sufficiently naturalized or incorporated to count as ‘parts of our language’, ‘real’ or proper English, and thus worthy of inclusion in a dictionary of the language, remains, of course, a controversial matter. Interestingly enough, even for Johnson the status of a word in the language was not the only, nor indeed the most important consideration. For being alien did not itself disqualify words from inclusion; in a remark which has considerable current resonance he adds: ‘some seem necessary to be retained, because the purchaser of the dictionary will expect to find them’. And, crucially, the expectations that people have of a dictionary are based on what they want to use it for. What Johnson says of his own dictionary would apply very aptly to The Oxford Advanced Learner’s Dictionary (OALD): ‘The value of a work must be estimated by its use: It is not enough that a dictionary delights the critic, unless at the same time it instructs the learner...’.

(Widdowson, H. Hornby, A.S. 2010. Adaptado)

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“A few light taps upon the pane made him turn to the window. It had begun to snow again. He watched sleepily the flakes, silver and dark, falling obliquely against the lamplight. The time had come for him to set out on his journey westward. Yes, the newspapers were right: snow was general all over Ireland. It was falling on every part of the dark central plain, on the treeless hills, falling softly upon the Bog of Allen and, farther westward, softly falling into the dark mutinous Shannon waves. It was falling, too, upon every part of the lonely churchyard on the hill where Michael Furey lay buried. It lay thickly drifted on the crooked crosses and headstones, on the spears of the little gate, on the barren thorns. His soul swooned slowly as he heard the snow falling faintly through the universe and faintly falling, like the descent of their last end, upon all the living and the dead.”

― James Joyce, Dubliners

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India's luxury airline Vistara flies into the sunset

Indian full-service carrier Vistara will operate its last flight on Monday, after nine years in existence.

A joint venture between Singapore Airlines and the Tata Sons, Vistara will merge with Tata-owned Air India to form a single entity with an expanded network and broader fleet.

This means that all Vistara operations will be transferred to and managed by Air India, including helpdesk kiosks and ticketing offices. The process of migrating passengers with existing Vistara bookings and loyalty programmes to Air India has been under way over the past few months.

"As part of the merger process, meals, service ware and other soft elements have been upgraded and incorporates aspects of both Vistara and Air India," an Air India spokesperson said in an email response.

Amid concerns that the merger could impact service standards, the Tatas have assured that Vistara's in-flight experience will remain unchanged.

Known for its high ratings in food, service, and cabin quality, Vistara has built a loyal customer base and the decision to retire the Vistara brand has been criticised by fans, branding experts, and aviation analysts.

The consolidation was effectively done to clean up Vistara's books and wipe out its losses, said Mark Martin, an aviation analyst.

Air India has essentially been "suckered into taking a loss-making airline" in a desperate move, he added.

"Mergers are meant to make airlines powerful. Never to wipe out losses or cover them."

To be sure, both Air India and Vistara's annual losses have reduced by more than half over the past year, and other operating metrics have improved too. But the merger process so far has been turbulent.

The exercise has been riddled with problems − from pilot shortages that have led to massive flight cancellations, to Vistara crew going on mass sick leave over plans to align their salary structures with Air India.

There have also been repeated complaints about poor service standards on Air India, including viral videos of broken seats and non-functioning inflight entertainment systems.

The Tatas have announced a $400m (£308m) programme to upgrade and retrofit the interiors of its older aircraft and also a brand-new livery. They've also placed orders for hundreds of new Airbus and Boeing planes worth billions of dollars to augment their offering.

But this "turnaround" is still incomplete and riddled with problems, according to Mr Martin. A merger only complicates matters.

Experts say that the merger strikes a dissonant chord from a branding perspective too.

Harish Bijoor, a brand strategy specialist, told the BBC he was feeling "emotional" that a superior product offering like Vistara which had developed a "gold standard for Indian aviation" was ceasing operations.

"It is a big loss for the industry," said Mr Bijoor, adding it will be a monumental task for the mother brand Air India to simply "copy, paste and exceed" the high standards set by Vistara, given that it's a much smaller airline that's being gobbled up by a much larger one.

Mr Bijoor suggests a better strategy would have been to operate Air India separately for five years, focusing on improving service standards, while maintaining Vistara as a distinct brand with Air India prefixed to it.

"This would have given Air India the time and chance to rectify the mother brand and bring it up to the Vistara level, while maintaining its uniqueness," he adds.

Beyond branding, the merged entity will face a slew of operational challenges.

"Communication will be a major challenge in the early days, with customers arriving at the airport expecting Vistara flights, only to find Air India branding," says Ajay Awtaney, editor of Live From A Lounge, an aviation portal. "Air India will need to maintain clear communication for weeks."

Another key challenge, he notes, is cultural: Vistara's agile employees may struggle to adjust to Air India's complex bureaucracy and systems.

But the biggest task for the merged carrier would be offering customers a uniform flying experience.

These are "two airlines with very different service formats are being integrated into one airline. It is going to be a hotchpotch of service formats, cabin formats, branding, and customer experience. It will involve learning and unlearning, and such a process has rarely worked with airlines and is seldom effective," said Mr Martin.

Still, many believe Vistara had to go − now or some years later.

A legacy brand like Air India, with strong global recognition and 'India' imprinted in its identity, wouldn't have allowed a smaller, more premium subsidiary to overshadow its revival process.

Financially too, it makes little sense for the Tatas to have two loss-making entities compete with one another.

The combined strength of Vistara and Air India could also place the Tatas in a much better position to compete with market leader Indigo.

The unified Air India group (including Air India Express, which completed its merger with the former Air Asia India in October) "will be bigger and better with a fleet size of nearly 300 aircraft, an expanded network and a stronger workforce", an Air India spokesperson said. 

"Getting done with the merger means that Air India grows overnight, and the two teams start cooperating instead of competing. There will never be one right day to merge. Somewhere, a line had to be drawn," said Mr Awtaney.

But for many Vistara loyalists, its demise leaves a void in India's skies for a premium, full-service carrier - marking the third such gap after the collapse of Kingfisher Airlines and Jet Airways.

It's still too early to say if Air India, which often ranks at the bottom of airline surveys, can successfully fill that void.

https://www.bbc.com/news/articles/c5ygp1w5eq7o