Questões de Concurso Sobre inglês

Foram encontradas 17.034 questões

Q2893494 Inglês

O texto a seguir é referência para as questões 27 a 31.


Rio de Janeiro (Reuters) – Brazil’s hugely popular television soap-operas usually deal with tear-filled romance. But the violence engulfing the country has upstaged the melodrama and taken one “telenovela” to the top of the ratings.

“Vidas Opostas” (Opposite Lives) is a hit with residents of Rio de Janeiro, where it is set, and around the country, despite complaints that people are weary of the real-life bloodshed and gory newscasts.

“We are showing things as they are in Rio – slums, drug traffickers, corrupt cops, rotten politicians, and common people caught in the middle of all that”, director Alexandre Avancini said.

The prime-time telenovela on the Rede Record network, shot partly in a real slum, has beat leading network Globo in the ratings several times when pitted against big league soccer games – an undeniable sign of popularity in Brazil.

A love-story is not missing. “Vidas Opostas” is the story of a young millionaire heir who loves a girl who lives in a slum, or favela. The favela is controlled by a drug gang that is in the middle of a turf with a rival group, which has the backing of a corrupt cop, a typical scenario in many of Rio’s 600-plus shanty towns.


(http://www.gulf-times.com)

Consider the following information:


1. The city where “Vidas Opostas” takes place.

2. The title of the melodrama which is a success on Globo network.

3. The name of the actor who plays a corrupt cop.

4. Examples of professions which are present in “Vidas Opostas”.

5. The place where the main female character of the story lives.


The pieces of information present in the text are:

Alternativas
Q2893493 Inglês

O texto a seguir é referência para as questões 27 a 31.


Rio de Janeiro (Reuters) – Brazil’s hugely popular television soap-operas usually deal with tear-filled romance. But the violence engulfing the country has upstaged the melodrama and taken one “telenovela” to the top of the ratings.

“Vidas Opostas” (Opposite Lives) is a hit with residents of Rio de Janeiro, where it is set, and around the country, despite complaints that people are weary of the real-life bloodshed and gory newscasts.

“We are showing things as they are in Rio – slums, drug traffickers, corrupt cops, rotten politicians, and common people caught in the middle of all that”, director Alexandre Avancini said.

The prime-time telenovela on the Rede Record network, shot partly in a real slum, has beat leading network Globo in the ratings several times when pitted against big league soccer games – an undeniable sign of popularity in Brazil.

A love-story is not missing. “Vidas Opostas” is the story of a young millionaire heir who loves a girl who lives in a slum, or favela. The favela is controlled by a drug gang that is in the middle of a turf with a rival group, which has the backing of a corrupt cop, a typical scenario in many of Rio’s 600-plus shanty towns.


(http://www.gulf-times.com)

According to the text:

Alternativas
Q2885239 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

The best title for the above text is

Alternativas
Q2885238 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

Segundo o texto,

Alternativas
Q2885237 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

É INCORRETO afirmar que a Wal-Mart

Alternativas
Q2885236 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

A synonym for sap in the 5th paragraph of the text is

Alternativas
Q2885235 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

Do trecho the message from these missteps is now registering loud and clear, no 2º parágrafo, infere-se que a Wal-Mart

Alternativas
Q2885234 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

No 1º parágrafo, a palavra country, sublinhada no texto, refere-se

Alternativas
Q2885232 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

A forma correta de [TO GROW], no 4º parágrafo, é

Alternativas
Q2885229 Inglês

Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.

After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.

Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.

Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.

Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.

Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.

Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.

Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.

(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)

A palavra que preenche corretamente a lacuna é

Alternativas
Ano: 2013 Banca: VUNESP Órgão: DCTA Prova: VUNESP - 2013 - CTA - Tecnico em Elétrica |
Q2883754 Inglês

A logic circuit has three boolean inputs and one output named A, B, C and S respectively. The boolean input A is connected to an inverter gate, and its result is submitted to an AND gate, along with the input signal B. The AND gate output is then submitted to an OR gate along with the remaining boolean input C. The output of the OR gate is the resulting signal S.

De acordo com o texto, o circuito lógico possui

Alternativas
Ano: 2013 Banca: VUNESP Órgão: DCTA Prova: VUNESP - 2013 - CTA - Tecnico em Elétrica |
Q2883742 Inglês

A 4 poles pairs synchronous machine operates as a motor inside an industrial electrical network, with nominal frequency of 50,0 [Hz]. The synchronous machine rotor is equipped with short-circuited bars, creating a squirrel-cage auxiliary winding, dedicated for dumping effects during transients and also to allow the startup of the motor, when the machine is directly connected to the mains power source.

É apresentada no texto uma máquina elétrica

Alternativas
Ano: 2013 Banca: VUNESP Órgão: DCTA Prova: VUNESP - 2013 - CTA - Tecnico em Elétrica |
Q2883741 Inglês

A transformer has a primary winding circuit with 200 turns and a secondary winding circuit with 10 turns. In an ideal, lossless, transformer model, the magnetic core permeability is infinite despite the voltages applied to the windings, the two windings are perfectly coupled and there are no internal resistance in the condutors. In such transformer, when a sinusoidal voltage is applied at the secondary winding with an amplitude of 5,0 [V] RMS, the RMS voltage in the primary winding terminals is equal to 100,0 [V].

Com relação a esse texto, assinale a alternative correta.

Alternativas
Ano: 2013 Banca: VUNESP Órgão: DCTA Prova: VUNESP - 2013 - CTA - Tecnico em Elétrica |
Q2883740 Inglês

In an experiment, two point charges Q1 and Q2 were put on a straight line path, at a certain distance from each other. When both Q1 and Q2 are charged with +2,0 [mC] each, the resulting electric field intensity equals zero in the middle point in the line path between Q1 and Q2. This is true since their electric field vectors in this position have the same magnitude but opposite directions.

Com relação a esse texto, assinale a alternativa correta.

Alternativas
Q2879825 Inglês

How to dig out from the information avalanche

Majority of workers feel overwhelmed by deluge of data, survey finds


By Eve Tahmincioglu

updated 8:18 p.m. ET March 16, 2008


Don’t expect Shaun Osher, the CEO of Core Group

Marketing in New York, to answer your e-mail right away.

He has stopped responding to e-mails every minute and

only checks his e-mail account twice a day. He also started

5 turning off his BlackBerry during meetings.

This tactic has made him so much more productive

that earlier this year he held a meeting with his staff of 50

and “strongly suggested” that they stop relying so heavily

on e-mail and actually start calling clients on the phone.

10 And, he requested his employees put cell phones and

PDAs on silent mode during meetings, as well as curtail

the common practice of cc-ing everybody when sending

out an e-mail. “There was so much redundancy, so much

unnecessary work,” he explains. “One person could handle

15 an issue that should take two minutes, but when an email

goes out and five people get cc-ed, then everybody

responds to it and there’s a snowball effect.”

It’s not that Osher has anything against technology. In

fact, he loves it. The problem is, last year he realized he

20 was inundated with so many e-mails and so much

information in general that he began to experience data

overload. “In the beginning, e-mail and all this data was a

great phenomenon, revolutionizing what we do. But the

pendulum has swung way too much to the other side,” he

25 maintains. “We’re less productive.”

Osher isn’t the only one out there under a data

avalanche. Thanks to technological innovations, you can

be talking to a customer on your cell phone, answering a

LinkedIn invitation on your laptop, and responding to email

30 on your PDA all at the same time. Besides, during

tough economic times, who will want to miss any

information when your job could be on the line if you indulge

in the luxury of being offline? Turns out, seven out of 10

office workers in the United States feel overwhelmed by

35 information in the workplace, and more than two in five

say they are headed for a data “breaking point,” according

to a recently released Workplace Productivity Survey.

Mike Walsh, CEO of LexisNexis U.S. Legal Markets,

says there are a host of reasons we’re all on the information

40 brink: “exponential growth of the size of the information

‘haystack,’ the immensity and immediacy of digital

communications, and the fact that professionals are not

being provided with sufficient tools and training to help

them keep pace with the growing information burden.”

45 ___ Ellen Kossek, a professor from Michigan State, believes

we are less productive in this age of 24-7 technology, and

our multitasking mentality has spawned a “not-mentallypresent”

society. “We’re becoming an attention-deficit

disorder society switching back and forth like crazy,”

50 Kossek says. “We’re connected all the time. We’re

working on planes, in coffee shops, working on the

weekends. Work is very seductive, but yet we’re actually

less effective.”

The key to getting your head above the data flood,

55 according to workplace experts, is managing and reducing

the information you’re bombarded with.

© 2008 MSNBC Interactive - (slightly adapted)

http://www.msnbc.msn.com/id/23636252/



Check the only alternative that presents a statement that is INCONSISTENT with the arguments and reasoning introduced in the text you have read.

Alternativas
Q2879822 Inglês

Mark the sentence in which the idea introduced by the word in bold type is correctly described.

Alternativas
Q2879820 Inglês

How to dig out from the information avalanche

Majority of workers feel overwhelmed by deluge of data, survey finds


By Eve Tahmincioglu

updated 8:18 p.m. ET March 16, 2008


Don’t expect Shaun Osher, the CEO of Core Group

Marketing in New York, to answer your e-mail right away.

He has stopped responding to e-mails every minute and

only checks his e-mail account twice a day. He also started

5 turning off his BlackBerry during meetings.

This tactic has made him so much more productive

that earlier this year he held a meeting with his staff of 50

and “strongly suggested” that they stop relying so heavily

on e-mail and actually start calling clients on the phone.

10 And, he requested his employees put cell phones and

PDAs on silent mode during meetings, as well as curtail

the common practice of cc-ing everybody when sending

out an e-mail. “There was so much redundancy, so much

unnecessary work,” he explains. “One person could handle

15 an issue that should take two minutes, but when an email

goes out and five people get cc-ed, then everybody

responds to it and there’s a snowball effect.”

It’s not that Osher has anything against technology. In

fact, he loves it. The problem is, last year he realized he

20 was inundated with so many e-mails and so much

information in general that he began to experience data

overload. “In the beginning, e-mail and all this data was a

great phenomenon, revolutionizing what we do. But the

pendulum has swung way too much to the other side,” he

25 maintains. “We’re less productive.”

Osher isn’t the only one out there under a data

avalanche. Thanks to technological innovations, you can

be talking to a customer on your cell phone, answering a

LinkedIn invitation on your laptop, and responding to email

30 on your PDA all at the same time. Besides, during

tough economic times, who will want to miss any

information when your job could be on the line if you indulge

in the luxury of being offline? Turns out, seven out of 10

office workers in the United States feel overwhelmed by

35 information in the workplace, and more than two in five

say they are headed for a data “breaking point,” according

to a recently released Workplace Productivity Survey.

Mike Walsh, CEO of LexisNexis U.S. Legal Markets,

says there are a host of reasons we’re all on the information

40 brink: “exponential growth of the size of the information

‘haystack,’ the immensity and immediacy of digital

communications, and the fact that professionals are not

being provided with sufficient tools and training to help

them keep pace with the growing information burden.”

45 ___ Ellen Kossek, a professor from Michigan State, believes

we are less productive in this age of 24-7 technology, and

our multitasking mentality has spawned a “not-mentallypresent”

society. “We’re becoming an attention-deficit

disorder society switching back and forth like crazy,”

50 Kossek says. “We’re connected all the time. We’re

working on planes, in coffee shops, working on the

weekends. Work is very seductive, but yet we’re actually

less effective.”

The key to getting your head above the data flood,

55 according to workplace experts, is managing and reducing

the information you’re bombarded with.


© 2008 MSNBC Interactive - (slightly adapted)

http://www.msnbc.msn.com/id/23636252/


Which option describes accurately the meaning relationship between the pairs of words?

Alternativas
Q2879815 Inglês

In "...your job could be on the line if you indulge in the luxury of being offline?" (lines 32-33) the expressions 'on the line' and 'offline', respectively, mean

Alternativas
Q2879814 Inglês

How to dig out from the information avalanche

Majority of workers feel overwhelmed by deluge of data, survey finds


By Eve Tahmincioglu

updated 8:18 p.m. ET March 16, 2008


Don’t expect Shaun Osher, the CEO of Core Group

Marketing in New York, to answer your e-mail right away.

He has stopped responding to e-mails every minute and

only checks his e-mail account twice a day. He also started

5 turning off his BlackBerry during meetings.

This tactic has made him so much more productive

that earlier this year he held a meeting with his staff of 50

and “strongly suggested” that they stop relying so heavily

on e-mail and actually start calling clients on the phone.

10 And, he requested his employees put cell phones and

PDAs on silent mode during meetings, as well as curtail

the common practice of cc-ing everybody when sending

out an e-mail. “There was so much redundancy, so much

unnecessary work,” he explains. “One person could handle

15 an issue that should take two minutes, but when an email

goes out and five people get cc-ed, then everybody

responds to it and there’s a snowball effect.”

It’s not that Osher has anything against technology. In

fact, he loves it. The problem is, last year he realized he

20 was inundated with so many e-mails and so much

information in general that he began to experience data

overload. “In the beginning, e-mail and all this data was a

great phenomenon, revolutionizing what we do. But the

pendulum has swung way too much to the other side,” he

25 maintains. “We’re less productive.”

Osher isn’t the only one out there under a data

avalanche. Thanks to technological innovations, you can

be talking to a customer on your cell phone, answering a

LinkedIn invitation on your laptop, and responding to email

30 on your PDA all at the same time. Besides, during

tough economic times, who will want to miss any

information when your job could be on the line if you indulge

in the luxury of being offline? Turns out, seven out of 10

office workers in the United States feel overwhelmed by

35 information in the workplace, and more than two in five

say they are headed for a data “breaking point,” according

to a recently released Workplace Productivity Survey.

Mike Walsh, CEO of LexisNexis U.S. Legal Markets,

says there are a host of reasons we’re all on the information

40 brink: “exponential growth of the size of the information

‘haystack,’ the immensity and immediacy of digital

communications, and the fact that professionals are not

being provided with sufficient tools and training to help

them keep pace with the growing information burden.”

45 ___ Ellen Kossek, a professor from Michigan State, believes

we are less productive in this age of 24-7 technology, and

our multitasking mentality has spawned a “not-mentallypresent”

society. “We’re becoming an attention-deficit

disorder society switching back and forth like crazy,”

50 Kossek says. “We’re connected all the time. We’re

working on planes, in coffee shops, working on the

weekends. Work is very seductive, but yet we’re actually

less effective.”

The key to getting your head above the data flood,

55 according to workplace experts, is managing and reducing

the information you’re bombarded with.


© 2008 MSNBC Interactive - (slightly adapted)

http://www.msnbc.msn.com/id/23636252/


When Shaun Osher affirms that "… the pendulum has swung way too much to the other side," (lines 23-24), he means that

Alternativas
Q2879813 Inglês

In "One person could handle an issue that should take two minutes," (lines 14-15), "handle" means "to deal with". Mark the sentence in which the word "handle" is used in the same way.

Alternativas
Respostas
1001: C
1002: E
1003: b
1004: e
1005: d
1006: a
1007: c
1008: b
1009: a
1010: d
1011: E
1012: E
1013: C
1014: A
1015: C
1016: D
1017: E
1018: A
1019: C
1020: E