Questões de Concurso
Sobre sinônimos | synonyms em inglês
Foram encontradas 1.378 questões
UNEARTHED: REMAINS OF THE EARLIEST KNOWN TSUNAMI VICTIM
By Charles Choi | October 25, 2017 1:00 pm
Paragraph 1 Tsunamis have claimed hundreds of thousands of lives in the past two decades. Now a new study finds that a 6,000-year-old skull may come from the earliest known victim of these killer waves.
Paragraph 2 The partial human skull was discovered in 1929 buried in a mangrove swamp outside the small town of Aitape Papua New Guinea, about 500 miles north of Australia. Scientists originally thought it belonged to an ancient extinct human species, Homo erectus. However, subsequent research dated it to about 5,000 or 6,000 years in age, suggesting that it instead belonged to a modern human.
A Rare Specimen
Paragraph 3 The skull is one of just two examples of ancient human remains found in Papua New Guinea after more than a century of work there. As such, archaeologists wanted to learn more about this skull to elucidate how people settled this region.
Paragraph 4 The scientists went back to where this skull was found and sampled the soil in which it was discovered. They focused on details such as sediment grain size and composition.
Paragraph 5 In the sediment, the researchers discovered a range of microscopic organisms from the ocean known as diatoms. These were similar to ones found in the soil after a 1998 tsunami killed more than 2,000 people in Papua New Guinea — for instance, their shells of silica were broken, likely by extremely powerful forces.
Paragraph 6 These diatom shells, combined with the chemical compositions and the size ranges of the grains, all suggest that a tsunami occurred when the skull was buried. The researchers suggested the catastrophe either directly killed the person or ripped open their grave.
Paragraph 7 Tsunamis, which are giant waves caused by earthquakes, volcanic eruptions or underwater landslides, are some of the deadliest natural disasters known. The 2004 tsunami in the Indian Ocean killed more than 230,000 people, a higher death toll than any fire or hurricane.
Paragraph 8 The site where the skull was found is currently about 7.5 miles away from the coast. Still, the researchers noted that back when whoever the skull belonged to was alive, sea levels were higher, and the area would have been just behind the shoreline.
Paragraph 9 The waves of the tsunami that hit Papua New Guinea in 1998 reached more than 50 feet high and penetrated up to three miles inland. “If the event we have identified resulted from a similar process, it could have also resulted in extremely high waves,” study co-lead author Mark Golitko, an archaeologist at the University of Notre Dame in Indiana and the Field Museum in Chicago.
Paragraph 10 These results show “that coastal populations have been vulnerable to such events for thousands of years,” Golitko said. “People have managed to live with such unpredictable and destructive occurrences, but it highlights how vulnerable people living near the sea can be. Given the far larger populations that live along coastlines today, the potential impacts are far more severe now.”
Paragraph 11 Golitko plans to return to the area over the next few years “to further study the frequency of such events, how the environment changed over time, and how people have coped with the environmental challenges of living in that environment.” He and his colleagues detailed their findings Wednesday in the journal PLOS O.
Retrieved and adapted from:
UNEARTHED: REMAINS OF THE EARLIEST KNOWN TSUNAMI VICTIM
By Charles Choi | October 25, 2017 1:00 pm
Paragraph 1 Tsunamis have claimed hundreds of thousands of lives in the past two decades. Now a new study finds that a 6,000-year-old skull may come from the earliest known victim of these killer waves.
Paragraph 2 The partial human skull was discovered in 1929 buried in a mangrove swamp outside the small town of Aitape Papua New Guinea, about 500 miles north of Australia. Scientists originally thought it belonged to an ancient extinct human species, Homo erectus. However, subsequent research dated it to about 5,000 or 6,000 years in age, suggesting that it instead belonged to a modern human.
A Rare Specimen
Paragraph 3 The skull is one of just two examples of ancient human remains found in Papua New Guinea after more than a century of work there. As such, archaeologists wanted to learn more about this skull to elucidate how people settled this region.
Paragraph 4 The scientists went back to where this skull was found and sampled the soil in which it was discovered. They focused on details such as sediment grain size and composition.
Paragraph 5 In the sediment, the researchers discovered a range of microscopic organisms from the ocean known as diatoms. These were similar to ones found in the soil after a 1998 tsunami killed more than 2,000 people in Papua New Guinea — for instance, their shells of silica were broken, likely by extremely powerful forces.
Paragraph 6 These diatom shells, combined with the chemical compositions and the size ranges of the grains, all suggest that a tsunami occurred when the skull was buried. The researchers suggested the catastrophe either directly killed the person or ripped open their grave.
Paragraph 7 Tsunamis, which are giant waves caused by earthquakes, volcanic eruptions or underwater landslides, are some of the deadliest natural disasters known. The 2004 tsunami in the Indian Ocean killed more than 230,000 people, a higher death toll than any fire or hurricane.
Paragraph 8 The site where the skull was found is currently about 7.5 miles away from the coast. Still, the researchers noted that back when whoever the skull belonged to was alive, sea levels were higher, and the area would have been just behind the shoreline.
Paragraph 9 The waves of the tsunami that hit Papua New Guinea in 1998 reached more than 50 feet high and penetrated up to three miles inland. “If the event we have identified resulted from a similar process, it could have also resulted in extremely high waves,” study co-lead author Mark Golitko, an archaeologist at the University of Notre Dame in Indiana and the Field Museum in Chicago.
Paragraph 10 These results show “that coastal populations have been vulnerable to such events for thousands of years,” Golitko said. “People have managed to live with such unpredictable and destructive occurrences, but it highlights how vulnerable people living near the sea can be. Given the far larger populations that live along coastlines today, the potential impacts are far more severe now.”
Paragraph 11 Golitko plans to return to the area over the next few years “to further study the frequency of such events, how the environment changed over time, and how people have coped with the environmental challenges of living in that environment.” He and his colleagues detailed their findings Wednesday in the journal PLOS O.
Retrieved and adapted from:
Considering the grammatical and semantic aspects of text V, decide whether the following items are right (C) or wrong (E).
The word “enjoined” (l.27) cannot be replaced by endorsed
in this particular context.
Considering the grammatical and semantic aspects of text IV, decide whether the following items are right (C) or wrong (E).
The expression “a bunch of” (l.45) could be replaced by
a cluster of without altering the meaning of the passage.
Considering the grammatical and semantic aspects of text IV, decide whether the following items are right (C) or wrong (E).
The word “assimilated” (l.52) could be correctly replaced by blended, without altering the meaning of the passage.
In text IV, without altering the general meaning of the sentence, “pinpoint” (l.10) could be replaced by (mark right — C — or wrong — E)
determine.
In text IV, without altering the general meaning of the sentence,
“pinpoint” (l.10) could be replaced by (mark right — C —
or wrong — E)
ascertain.
Decide whether the statements below, which concern the ideas of text II and the vocabulary used in it, are right (C) or wrong (E).
The word “unsparingly” (l.13) can be correctly replaced by
unmercifully, without this changing the meaning of the text.
Choose the alternative that presents a synonym to the underlined word in the context below:
“But with practice you can learn to disrupt and tame negative cycles.” (l. 13).
Text 3
The Assistants, by Camille Perri
Chapter 1
In less than a second I was at his desk, notepad in hand. Behind me a wall of flat-screens flashed the news being broadcast by Titan and its so-called competitors. Robert had the uncanny ability to devote a small portion of his gaze to each screen simultaneously. In all he owned nine satellite television networks, one hundred seventy-five newspapers, one hundred cable channels, forty book imprints, forty television stations, and one movie studio. His total audience reached around 4.7 billion people, which came out to around three-fourths of the population of the entire globe. But the news was his baby. He was never not watching it, analyzing it, shaping it. That’s why he situated his office at Titan News headquarters, where he could keep close watch not only on his wall of flat-screens but also on his journalists. A man as powerful as Robert could have hidden himself anywhere, pulling at the strings of the world from a lounge chair in the Seychelles, unseen by his employees—but he needed to be here at the center of it all, at the hub.
Our office didn’t look like a newsroom that you’d imagine from movies or TV drama series. The floors below ours were more like that—the broadcast, print media, and digital newsrooms, each of which could have easily passed for something out of The Matrix. And there was an entire floor of flashy studios used for our non-stop news coverage and thrill-a-minute opinion shows. But our office on the fortieth floor was far less exciting, just row after row of desks and cubicles. Still, we were the brain of the whole operation, the source from which all orders trickled down. Titan’s chief editors and all of Robert’s most trusted deputies had desks on our floor so Robert could pull them into impromptus with the business leaders and celebrities he met with— and so he could foster relationships between them and the political-party representatives (yes, from both parties) who came to lobby him. I guess what I’m trying to say is, what the fortieth floor lacked in flash it made up for in influence.
(Taken from
http://www.penguinrandomhouse.com/books/317172/the-assistants-by-perri-camille/9780399172540/)
“A secretary or personal assistant is a person whose work consists of supporting management, including executives, using a variety of project management, communication, or organizational skills. These functions may be entirely carried out to assist one other employee or may be for the benefit of more than one. In other situations a secretary is an officer of a society or organization who deals with correspondence, admits new members, and organizes official meetings and events." (Wikipedia)
(Taken from https://en.wikipedia.org/wiki/Secretary Access in 04/02/2017)
The word that best replaces the underlined expression is:
Text 3
The Assistants, by Camille Perri
Chapter 1
In less than a second I was at his desk, notepad in hand. Behind me a wall of flat-screens flashed the news being broadcast by Titan and its so-called competitors. Robert had the uncanny ability to devote a small portion of his gaze to each screen simultaneously. In all he owned nine satellite television networks, one hundred seventy-five newspapers, one hundred cable channels, forty book imprints, forty television stations, and one movie studio. His total audience reached around 4.7 billion people, which came out to around three-fourths of the population of the entire globe. But the news was his baby. He was never not watching it, analyzing it, shaping it. That’s why he situated his office at Titan News headquarters, where he could keep close watch not only on his wall of flat-screens but also on his journalists. A man as powerful as Robert could have hidden himself anywhere, pulling at the strings of the world from a lounge chair in the Seychelles, unseen by his employees—but he needed to be here at the center of it all, at the hub.
Our office didn’t look like a newsroom that you’d imagine from movies or TV drama series. The floors below ours were more like that—the broadcast, print media, and digital newsrooms, each of which could have easily passed for something out of The Matrix. And there was an entire floor of flashy studios used for our non-stop news coverage and thrill-a-minute opinion shows. But our office on the fortieth floor was far less exciting, just row after row of desks and cubicles. Still, we were the brain of the whole operation, the source from which all orders trickled down. Titan’s chief editors and all of Robert’s most trusted deputies had desks on our floor so Robert could pull them into impromptus with the business leaders and celebrities he met with— and so he could foster relationships between them and the political-party representatives (yes, from both parties) who came to lobby him. I guess what I’m trying to say is, what the fortieth floor lacked in flash it made up for in influence.
(Taken from
http://www.penguinrandomhouse.com/books/317172/the-assistants-by-perri-camille/9780399172540/)
Text 2
The Case for Executive Assistants
Melba J. Duncan
Among the most striking details of the corporate era depicted in the AMC series Mad Men, along with constant smoking and mid-day drinking, is the army of secretaries who populate Sterling Cooper, the 1960s ad agency featured in the show. The secretary of those days has gone the way of the carbon copy and been replaced by the executive assistant, now typically reserved for senior management. Technologies like e-mail, voice mail, mobile devices, and online calendars have allowed managers at all levels to operate with a greater degree of self-sufficiency. At the same time, companies have faced enormous pressure to cut costs, reduce head count, and flatten organizational structures. As a result, the numbers of assistants at lower corporate levels have dwindled in most corporations. That’s unfortunate, because effective assistants can make enormous contributions to productivity at all levels of the organization.
At very senior levels, the return on investment from a skilled assistant can be substantial. Consider a senior executive whose total compensation package is $1 million annually, who works with an assistant who earns $80,000. For the organization to break even, the assistant must make the executive 8% more productive than he or she would be working solo—for instance, the assistant needs to save the executive roughly five hours in a 60-hour workweek. In reality, good assistants save their bosses much more than that. They ensure that meetings begin on time with prep material delivered in advance. They optimize travel schedules and enable remote decision making, keeping projects on track. And they filter the distractions that can turn a manager into a reactive type who spends all day answering e-mail instead of a leader who proactively sets the organization’s agenda. As Robert Pozen writes in this issue: A top-notch assistant "is crucial to being productive."
That’s true not only for top executives. In their zeal to cut administrative expenses, many companies have gone too far, leaving countless highly paid middle and upper managers to arrange their own travel, file expense reports, and schedule meetings. Some companies may be drawn to the notion of egalitarianism they believe this assistant-less structure represents—when workers see the boss loading paper into the copy machine, the theory goes, a ―we’re all in this together‖ spirit is created. But as a management practice, the structure rarely makes economic sense. Generally speaking, work should be delegated to the lowest-cost employee who can do it well. (I)................. companies have embraced this logic by outsourcing work to vendors or to operations abroad, back at headquarters they ignore it, forcing top talent to misuse their time. As a longtime recruiter for executive assistants, I’ve worked with many organizations suffering from the same problem: There’s too much administrative work and too few assistants to whom it can be assigned.
Granting middle managers access to an assistant—or shared resources—can give a quick boost to productivity even at lean, well-run companies. Firms should also think about the broader developmental benefits of providing assistants for up-and-coming managers. The real payoff may come when the manager arrives in a job a few levels up better prepared and habitually more productive. An experienced assistant can be particularly helpful if the manager is a new hire. The assistant becomes a crucial on-boarding resource, helping the manager read and understand the organizational culture, guiding him or her through its different (and difficult) personalities, and serving as a sounding board during the crucial acclimation. In this way, knowledgeable assistants are more than a productivity asset: They’re reverse mentors, using their experience to teach new executives how people are expected to behave at that level in the organization.
(Extract taken from https://hbr.org/2011/05/the-case-for-executive-assistants,
in 12/01/2017)
TEXT 1
What is administrative excellence?
Administrative Professionals perform some of the toughest functions in an office. Not only are you required to keep pace with ever-changing technology, you need to work with and through many people to meet deadlines, resolve conflicts, gather information, and coordinate schedules and logistics. Additionally, you are often the first point-of-contact for customers – your competence and professionalism in meeting their demands might be one of the most important factors in how your organization is perceived in the marketplace. To satisfy the needs of so many, your technical skills and your interpersonal skills must be well-balanced to generate efficient and effective results.
Administrative excellence pertains to the quality of work and the caliber of service that you provide in carrying out your responsibilities. Excellence by definition exceeds the routine expectations of managers, coworkers, and other customers, but it is a standard first set by you. It is something that many aspire to and work hard to deliver. I once read that excellence means "you are better today than you were yesterday, but not as good as you will be tomorrow." With that understanding, you can see there is no finish line. Excellence is a commitment to continually do and give your best.
Although we each have personal standards and differing values in terms of excellence, there are a few things that help to streamline administrative efforts in reaching high levels of job performance. Here are what I considered to be the "5Ps" of administrative excellence:
1. Perception – Self-awareness of behaviors and skills that maximize strengths and minimize weaknesses.
Know yourself and what you like and what you dislike about your job. Pay attention to those activities that excite and engage you. Typically, these are things that come naturally or easily for you – your strengths. Find opportunities to do more of what you love to do – you’ll be happier and more satisfied with your work. Take control and find solutions for those parts of your job that are less fulfilling so that your emotions and attitude don’t work against you.
2. Purpose – Understanding the importance of job responsibilities and identifying with the overall objectives of the team, department, and organization.
It’s one thing to know how to do your job, but it’s more important to know why you do what you do. Understanding your role in the bigger picture of organizational success helps to ignite feelings of inclusion and professional pride.
3. Progress – Ability to think progressively for continuous personal and professional improvement.
Challenge yourself to try new things and new ways of doing routine things. Don’t let yourself stagnate or become too comfortable – seize opportunities to showcase your skills or push self-imposed limitations. People rarely gain a professional edge when others can’t see or don’t know what they are capable of achieving.
4. Partnership – Willingness and ability to foster good relationships and teamwork with coworkers, managers, and customers.
Good relationships are the foundation for resourcefulness in your job. Treat others with respect. Do what you say you will do, offer to help others, exhibit a sense of urgency in responding to requests, and extend common courtesy – when others reciprocate, a trusting partnership is formed.
5. Professionalism – High standards of appearance, personal conduct, work product, and expertise.
Don’t leave doubts in the minds of others. Match image with skills and knowledge to help shape the thoughts and experiences of others. Continue to learn and produce accurate, timely work and your reputation and credibility will "speak for itself."
There are many other measurements of excellence. Find things that are unique about you and make your pathway to excellence your own. No one else will do it or achieve it in exactly the same manner. It’s often the small things that make a person stand out in a big way. Several years ago, a manager described his admin’s stellar performance in this way, "I don’t know how else to explain it…everything she does for me comes back just a little bit better than I expected it to." That’s a strong endorsement for administrative excellence – a little effort, a lot of admiration.
©Administrative Excellence – 2010 (Adapted from: https://adminexcellence.wordpress.com/2010/03/16/what-is-administrative-excellence/, in 12/01/2017)
Texto para as questões 20 a 22.
The passage below is an extract from the preface of the centenary edition of Animal Farm, written by George Orwell. Read the text to answer questions 20 - 22.
(…)
Orwell called the book “a fairy story.” Like Voltaire’s Candide, however, with which it bears comparison, it is too many other things to be so handily classified. It is also a political tract, a satire on human folly, a loud hee-haw at all who yearn for Utopia, an allegorical lesson, and a pretty good fable in the Aesop tradition. It is also a passionate sermon against the dangers of political innocence. The passage in which the loyal but stupid workhorse Boxer is sold to be turned into glue, hides, and bone meal because he is no longer useful is written out of a controlled and icy hatred for the cynicism of the Soviet system – but also out of despair for all deluded people who served it gladly.
Maybe because it gilds the philosophic pill with fairy-story trappings, Animal Farm has had an astonishing success for a book rooted in politics. Since its first publication at the end of World War II, it has been read by millions. With 1984, published three years later, it established Orwell as an important man of letters. It has enriched modern political discourse with the observation that “All animals are equal, but some animals are more equal than others.” How did we ever grasp the true nature of the politics of uplift before Orwell explained it so precisely?
George Orwell is the pen name of Eric Blair, the son of a colonial official with long service in British India. Eric was educated as a scholarship boy at Eton and seemed to be miserable there most of the time, largely, one guesses, because of the money gap that divided him from so many of his well-heeled schoolmates. His dislike of the moneyed classes in turn influenced him toward a lifelong loyalty to democratic socialism. After Eton he went to Burma as a member of the Imperial constabulary and had the enlightening experience of discovering he was hated by the Burmese people as a symbol of British Imperialism. Hating the work himself, he quit and went back to England to try making a living by writing.
During the years when he was not very successful, he began to devote himself to work for British socialism. Afterwards he said he had never written anything good that was not about politics. Before he went to work on Animal Farm, his books were well enough received by the critics but sold modestly.
Those old enough to remember the wartime spirit of the 1940s may be startled to realize that Orwell started work on Animal Farm in 1943. As he discovered when he went looking for a publisher, Stalin’s Soviet Union was so popular that year in Britain and America that few wanted to hear or read anything critical of it. It was as though a great deal of the West had willingly put on blinders, and this was because the Red Army that year had fought the Nazis to a standstill and forced it to retreat. Suddenly Hitler’s army, which had looked invincible for so long, had begun to look vincible.
In this period the air on both sides of the Atlantic was filled with a great deal of justifiable praise for the Soviet people and their fighting forces. Stalin’s political system, with its bloody purges and police-state brutality, was an important beneficiary of all this. Looking for a publisher for his small book, Orwell was reminded that British socialists, who idealized the Russian Revolution, had never been hospitable to critics of the Soviet Union. In 1943, however, even conservatives were pro-Soviet.
It became hard to write candidly of the Soviet system without being accused of playing dupe to the Nazis. Orwell discovered how hard when he began receiving publishers’ rejections on Animal Farm. With its swinish communists, the book seemed heretical. As no wonder. Stalin and Trotsky, after all, were unmistakably Orwell’s feuding pigs, Napoleon and Snowball. It was not until the war had ended that Frederic Warburg finally published it, on August 17, 1945.
(…)
Source: ORWELL, George. Animal Farm. London: Penguin Books, 2003. Preface by Russel Baker.
Observe the extracts from the text and answer the question.
I – It is also a political tract, a satire on human folly, a loud hee-haw at all who yearn for Utopia, an allegorical lesson, and a pretty good fable in the Aesop tradition.
II - How did we ever grasp the true nature of the politics of uplift before Orwell explained it so precisely?
III - It became hard to write candidly of the Soviet system without being accused of playing dupe to the Nazis.
The words in bold in sentences I-III can be respectively replaced, without having their meaning changed, by:
Read the sentence below and, given its context, choose the option that best replaces the underlined word:
The main reason he is living in Canada is to make better his English.
Conheça nossos planos