Questões de Concurso Comentadas sobre vocabulário | vocabulary em inglês

O texto a seguir deve ser utilizado para responder às questões de números 46 a 50.

When the market received the IBM PC bang in the mid-1980, Microsoft, thanks to IBM came up with MS-DOS. The runner up was Digital Research. So, in August 12, 1981 Microsoft starts working at MS-DOS. They started from a clone of QDOS for which they paid $50000, clone renamed as PC-DOS.

But MS-DOS got alive only thanks to COMPAQ who managed to clone the IBM BIOS and so the world got a new player on the computer manufacturers. Thanks to this, Microsoft began licensing its operating system for use on non-IBM PC clones and so MS-DOS (Microsoft Disk Operating System) entered the scene.

In 1985, Microsoft moves to Ireland and there they founded the first international production facility. And there, on November 20 Microsoft released its first retail version of Microsoft Windows, originally a graphical extension for its MS-DOS operating system. In August, Microsoft and IBM partnered in the development of a different operating system called 0S/2. OS/2 was marketed in connection with a new hardware design proprietary to IBM, the PS/2. Shortly afterwards on February 16, 1986, Microsoft relocated to Redmond, Washington. Around one month later, on March 13, the company went public with an IPO, raising US$61 million at US$21.00 per share. By the end of the trading day, the price had risen to US$28.00. In 1987, Microsoft eventually released their first version of OS/2 to OEMS.

The early versions of Windows were often thought of as just graphical user interfaces or desktops, mostly because they were started from MS-DOS and used it for file system services. However even the carliest 16-bit Windows versions already assumed many typical operating system functions, notably having their own executable file format and providing their own device drivers (timer, graphics, printer, mouse, keyboard and sound) for applications. Unlike DOS, Windows allowed users to execute multiple graphical applications at the same time, through co-operative multitasking, something which competitors (like GEM) did not offer. Finally, Windows implemented an elaborate, segment-based, software virtual memory scheme which allowed it to run applications larger than available memory: code segments and resources were swapped in and thrown away when memory became scarce, and data segments moved in memory when a given application had relinquished processor control, typically waiting for user input. Examples include Windows 1.0 (1985) and Windows 2.0 (1987) and its close relative Windows/286.

[Extraído de: http://news.soft32.com/windows-evolution 1629.html]

Leia o texto para responder às questões de números 56 a 60.

Communication Skills

There’s a great deal of talk about the need to be a good communicator in today’s workplace. But what exactly does that mean? Which among the broad set of communication skills do managers need most in their employees? And what can you do to transition from being a good communicator to a great one?

Communication: A case history

As an administrative professional, you’ve always held a highly visible role in the workplace. You have been — and continue to be — the first point of contact for outside parties, such as potential clients, investors, customers and job candidates. All of these people are likely to get their first impression of the company through their interactions with you.

What’s changed? You’re still that vital first point of contact. But increasingly, you are the “go-to” person from beginning to end for a wide range of internal and external contacts. You follow through on tasks ranging from simple information requests to complex research projects. Your wider scope of responsibility and knowledge enables you to handle a constantly growing workload. You may communicate as much in writing as you do verbally, with e-mail communication being a prominent tool.

(www.iaap-hq.org. Adaptado)

Text I

A Day in the Life of the Women of O&G

by Jaime Kammerzell

From Rigzone Contributor. Tuesday, February 14, 2012

Although far fewer women work in the oil and gas

(O&G) industry compared to men, many women find

rewarding careers in the industry. Five women were

asked the same questions regarding their career

5 choices in the oil and gas industry.

Question 1: Why did you choose the oil and gas

industry?

Woman 1: Cool technology, applying science and

money.

10Woman 2: It seemed interesting and the pay was

good.

Woman 3: They offered me a job! I couldn’t turn down

the great starting salary and a chance to live in New

Orleans.

15Woman 4: I did not really choose the oil and gas

industry as much as it chose me.

Woman 5: I chose the oil and gas industry because of

the challenging projects, and I want to be part of our

country’s energy solution.

20Question 2: How did you get your start in the oil

and gas industry?

Woman 1: I went to a university that all major oil

companies recruit. I received a summer internship with

Texaco before my last year of my Master’s degree.

25Woman 2: I was recruited at a Texas Tech Engineering

Job Fair.

Woman 3: At the time, campus recruiters came

to the geosciences department of my university

annually and they sponsored scholarships for

30graduate students to help complete their research.

Even though my Master’s thesis was more geared

toward environmental studies, as a recipient of one

of these scholarships, my graduate advisor strongly

encouraged me to participate when the time came for

35O&G Industry interviews.

Woman 4: I was working for a company in another

state where oil and gas was not its primary business.

When the company sold its division in the state

where I was working, they offered me a position at

40the company’s headquarters in Houston managing

the aftermarket sales for the company’s largest

region. Aftermarket sales supported the on-highway,

construction, industrial, agricultural and the oil and

gas markets. After one year, the company asked me

45to take the position of managing their marine and

offshore power products division. I held that position

for three years. I left that company to join a new startup

company where I hold the position of president.

Woman 5: My first job in the oil and gas industry was

50an internship with Mobil Oil Corp., in New Orleans.

I worked with a lot of smart, focused and talented

geoscientists and engineers.

Question 3: Describe your typical day.

Woman 1: Tough one to describe a typical day. I

55generally read email, go to a couple of meetings and

work with the field’s earth model or look at seismic.

Woman 2: I talk with clients, help prepare bids and

work on getting projects out the door. My days are

never the same, which is what I love about the job I

60have.

Woman 3: I usually work from 7:30 a.m. – 6:30 p.m.

(although the official day is shorter). We call the field

every morning for an update on operations, security,

construction, facilities and production engineering

65activities. I work with my team leads on short-term

and long-term projects to enhance production (a lot of

emails and Powerpoint). I usually have 2-3 meetings

per day to discuss/prioritize/review ongoing or

upcoming work (production optimization, simulation

70modeling, drilling plans, geologic interpretation,

workovers, etc.). Beyond our team, I also participate

in a number of broader business initiatives and

leadership teams.

Woman 4: A typical day is a hectic day for me. My

75day usually starts well before 8 a.m. with phone

calls and emails with our facility in Norway, as well

as other business relationships abroad. At the office,

I am involved in the daily business operations and

also stay closely involved in the projects and the

80sales efforts. On any given day I am working on

budgets and finance, attending project meetings,

attending engineering meetings, reviewing drawings

and technical specifications, meeting with clients

and prospective clients, reviewing sales proposals,

85evaluating new business opportunities and making a

lot of decisions.

Woman 5: On most days I work on my computer

to complete my projects. I interpret logs, create

maps, research local and regional geology or write

90documents. I go to project meetings almost every day.

I typically work only during business hours, but there

are times when I get calls at night or on weekends

from a rig or other geologists for assistance with a

technical problem.

Adapted from URL: <http://www.rigzone.com/news/article

.asp?a_id=11508>. Retrieved on February 14, 2012.

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)

Instruções: As questões de números 56 a 60 referem-se ao texto abaixo.

Southwest pilot suspended for slur-laced rant on air-traffic frequency

By Ben Mutzabaugh, USA TODAY

Southwest Airlines says it has suspended a pilot after he went on an obscenity-laden rant from the cockpit, NBC affiliate KPRC Channel 2 of Houston reports.

The March 25 rant was inadvertently broadcast over a Houston air traffic control frequency after the pilot failed to shut off his flight's communications link with air traffic control, a move that also tied up the frequency for other flights in the area, according to NBC 2.

NBC 2 says the unidentified pilot "could be heard talking to his co-pilot in the cockpit, expressing frustration over the airline hiring so many flight attendants that he found to be unsuitable for dating."

An air traffic controller tried to interrupt the pilot's rant several times, though the pilot appeared to be unaware of the attempts.

NBC 2 says the tape became public after "air traffic controllers in Houston first alerted Federal Aviation Administration supervisors on March 25, 2011, around 1:30 p.m. and those supervisors forwarded a tape of the episode to Southwest Airlines to take action against the pilot."

After the rant ended, several other pilots on the frequency were quick to say the rant didn't come from their flight.

Speaking about the incident, the FAA issued a statement to NBC 2 saying "the incident occurred during a phase of flight in which personal conversations are permitted in the cockpit."

However, the FAA did not appear to be pleased with what had happened.

"Nevertheless, the FAA expects a higher level of professionalism from flight crews, regardless of the circumstances," the statement concluded.

(Adapted from: http://travel.usatoday.com/flights/post/2011/06/ southwest-pilot/175250/1)

Instruções: As questões de números 53 a 55 referem-se ao texto abaixo.

Cumulonimbus (Cb)

Cumulonimbus is a heavy and dense cloud of considerable vertical extent in the form of a mountain or huge tower, often associated with heavy precipitation, lightning and thunder. The mature Cumulonimbus cloud has a distinctive flat, anvil shaped top.

Flight into a Cb is highly dangerous. The only sensible defence against the hazards associated with a Cb is therefore to avoid flying into one in the first place.

− Planning. Predicting an individual Cb cell is difficult but it is possible to predict the conditions which will trigger formation of a Cb. Forecasters are therefore able to advise flight crews and controllers of the likely timing, location, direction of movement, and height of cells and whether or not they may be embedded. Airport authorities can plan aircraft movements to take into account the disruption to operations caused by storms, and approach controllers can consider how they will manage en-route, departing, and arriving traffic when storms are in the vicinity. Flight crews can alter their routings to avoid forecast Cb activity or decide to carry extra contingency fuel in case they have to re-route in flight to avoid the storms or burn additional fuel because of the potential use of aircraft de/anti-icing systems.

− Awareness. Awareness of the conditions which lead to the formation of a Cb, recognition of a developing and mature Cb, and awareness of the signs which indicate the proximity of a Cb will help controllers and flight crews to plan operations to avoid the associated hazards.

− Weather Radar. In addition to visual recognition, Weather Radar is a particularly valuable aid to avoiding Cb clouds. Airborne weather radar enables the flight crew to identify the areas of the storm cloud which hold the largest water droplets, which indicate the areas with strongest updrafts. The area of the cloud with the most severe turbulence is where the updrafts adjoin the downdrafts; ...[C]... the pilot must avoid flying through the edge of the areas of cloud with the largest water droplets. It should be remembered that a large cloud will absorb a great deal of the radar pulse which may therefore not penetrate all of the way through the storm. This can give a false impression that there are no Cb cells beyond the cell immediately ahead of the aircraft.

− In flight avoidance. In certain circumstances, navigating through a line of Cb cells may be the only option open to a pilot, either because his destination is beyond the line of cells or because he is unable to climb over them. In such circumstances, the aircraft may have to diverge from track by many, perhaps hundreds of miles, in order to find a gap in the wall of Cb clouds. The aircraft captain will need to judge the least hazardous track to follow through a line of cells, something which will absorb the whole crew’s attention. The Weather Radar is invaluable in this situation.

If the Cb cell is situated over the destination aerodrome, then the pilot would be well advised to hold off or divert rather than attempt a landing.

(Adapted from http://skybrary.aero/index.php/Cumulonimbus)

Instruções: As questões de números 50 a 52 referem-se ao texto abaixo.

Crucial part of new US air traffic system in trouble

By JOAN LOWY

WASHINGTON (AP) – An information-sharing program essential to government plans for a new national air traffic control system is about $105 million over budget and has been delayed two years, a government watchdog said Thursday.

The first phase of the Federal Aviation Administration program known as System-Wide Information Management, or SWIM, was supposed to be completed by 2013, but has now been pushed back to 2015, said a report by the Transportation Department's Office of Inspector General.

The FAA is in the midst of switching from an air traffic system based on World War II-era radar technology to one that uses GPS. The transition, which is expected to take more than a decade to complete, was to cost the government as much as $22 billion. The cost to the airline industry to equip their planes to use the new system is likely to be almost as much.

Crucial to that transition is a program to share information, including which airports are experiencing delays, which runways are closed, weather reports, pilot observations, flight plans and security restrictions on where planes can fly.

The idea is to create a one-stop place for FAA employees, the military, other government agencies, airlines and the international aviation community to get real-time information.

(Adapted from http://mb.com.ph/node/323714/crucial-part-new-u)

Instruções: As questões de números 45 a 49 referem-se ao texto abaixo.

Radio Discipline

Communication between pilots and air traffic controllers is a process that is vital for the safe and efficient control of air traffic. Pilots must report their situation, intentions and requests to the controller in a clear and unambiguous way; and the controller must respond by issuing instructions that are equally clear and unambiguous. ...[B]... data link communication has reached an advanced stage of development, verbal communication is likely to remain the prime means of air-ground communication for many years.

t is of course important that radio equipment should be reliable and easy to use, and should be capable of conveying the spoken word clearly and without distortion over long distances. However, the process of communication is equally important and must be successful even in the most difficult conditions.

Of the many factors involved in the process of communication, phraseology is perhaps the most important, because it enables us to communicate quickly and effectively despite differences in language and reduces the opportunity for misunderstanding. Standardised phraseology reduces the risk that a message will be misunderstood and aids the readback/ hear-back process so that any error is quickly detected.

Radio communications (including party-line communications) contribute to building the pilot’s and the controller’s situational awareness. Flight crew and controllers may prevent misunderstandings by providing each other with timely information, for better anticipation.

Good radio discipline is essential to this process. Poor radio discipline is the most common cause of breakdown in the RTF communication process.

Aspects of Radio Discipline

1. Always listen out before transmitting − unless flight crew listen out before making a first call on a new frequency, they may interrupt an exchange between other traffic and ATC.

2. Always use standard phraseology.

3. Follow best practice on message format and content.

4. Ensure the use of a high standard of English language and pronounce as clearly as possible whilst speaking at a sensible pace.

5. Do not communicate with aircraft in the national language when there is a risk of loss of situational awareness for nonlocal pilots.

6. Follow best-practice with regard to speed and timeliness of communication.

7. Always apply the read-back/hear-back procedure. 8. Always request a repeat of a transmission when in any doubt as to the content or meaning of it.

(Adapted from http://www.skybrary.aero/ bookshelf/books/113.pdf)

Instruções: As questões de números 41 a 44 referem-se ao texto abaixo.

Industry gets the floor: Developing future Air Traffic Flow and Capacity Management Systems (ATFCM)

One of the key SESAR projects in the area of Air Traffic Flow and Capacity Management Systems (ATFCM) is Project 13.1.4, managed by Dominique Latgé, from Thales. He explained how the project will enable industry to contribute to future ATFCM systems through SESAR.

The project addresses the evolution of the Network Information Management System (NIMS) from a centralised regional system to a more collaborative and distributed system based on the Functional Airspace Blocks (FABs). One of its objectives is to help the transformation of the current regional CFMU system into marketable technical solutions for the subregional and local levels.

Project 13.1.4 also aims to define the collaborative decision making processes needed by this new organisation of the network. Driven by the new roles and responsibilities at the different levels (regional, sub-regional and local), the project ensures that each actor will find the right information at the right time to take the right decision.

Industry gets the floor

Project 13.1.4 is led by industry. Industry contributors will use the knowledge and experience they have developed in other parts of the world and with Air Navigation Service Providers (ANSPs) at a local level in Europe.

Thales will use experience from work with South Africa’s air traffic & navigation system, where they helped to specify, develop and validate a sub-regional system for ...[A]... : CAMU (South Africa Central Airspace Management Unit). Indra, one of the other project partners, will use knowledge gained from work with Aena on local short term prediction tools and airspace management tools.

The project raises many questions, such as what products are needed inside Europe and at FAB level? What do we need to take into account for areas outside Europe?

The position of manufacturing industry in SESAR projects, in particular in system projects related to air traffic control (WP 10), airports (WP 12) and SWIM (WP 14), makes it a strong technical enabler for information sharing.

(Adaptado de Sesar Magazine, N. 6, Junho 2011, p. 6)