Questões de Concurso
Comentadas sobre palavras conectivas | connective words em inglês
Foram encontradas 471 questões
Rain Is Coming to Burning Los Angeles and Will Bring Its Own Risks
Rain is forecast to begin as soon as Saturday afternoon and to continue as late as Monday evening, says meteorologist Kristan Lund of the National Weather Service’s Los Angeles office. The area desperately needs the precipitation, but experts are warily monitoring the situation because rain poses its own risks in recently burned areas— most notably the potential occurrence of mudslides and similar hazards. “Rain is good because we’ve been so dry,” Lund says. “However, if we get heavier rain rates or we get the thunderstorms, it’s actually a lot more dangerous because you can get debris flows.”
Fires do a couple of different things to the landscape that can increase the risk of burned material, soil and detritus hurtling out of control. When fires burn hot or long enough, they leave an invisible layer of waxy material just under the surface of the ground. This develops from decomposing leaves and other organic material, which contain naturally hydrophobic or water-repellent compounds. Fire can vaporize this litter, and the resulting gas seeps into the upper soil—where it quickly cools and condenses, forming the slippery layer.
When rain falls on ground that has been affected by this phenomenon, it can’t sink beyond the hydrophobic layer— so the water flows away, often hauling debris with it. “All of the trees, branches, everything that’s been burned—unfortunately, if it rains, that stuff just floats,” Lund says. “It’s really concerning.” Even a fire that isn’t severe enough to create a hydrophobic layer can still cause debris flows, says Danielle Touma, a climate scientist at the University of Texas at Austin. Under normal conditions, trees and other plants usually trap some rain above the surface, slowing the water’s downward journey. But on freshly burned land there’s much less greenery to interfere; all the rain immediately hits the ground. [...]
Fortunately, the rain should also help firefighters tame the blazes that remain active. The largest, the Palisades Fire, is currently 77 percent contained. The second largest, the Eaton Fire, is 95 percent contained. The Hughes Fire is third largest and only 56 percent contained. A fire can be fully contained but still burning. The containment percentage refers to the amount of the perimeter that has barriers that firefighters expect will prevent further spread.
Scientific American. January 27th, 2025. Adaptado.
TEXT 2
WHAT IS THE COMMUNICATIVE APPROACH?
In the Communicative Approach, real communication and interaction is not only the objective in learning, but also the means through which it takes place. This approach started in the 70s and became prominent as it proposed an alternative to the then ubiquitous systems-oriented approaches, such as the Audiolingual method. That means that, instead of focusing on the acquisition of grammar and vocabulary (grammatical/linguistic competence), the Communicative Approach aimed at developing the learner’s competence to communicate in the target language (communicative competence), with an enhanced focus on real-life situations.
Excerpt extracted and adapted from: https://www.whatiselt.com/single-post/2018/08/23/what-is-thecommunicative-approach
Complete the sentence with the appropriate words:
I - You can choose the chocolate cake or the vanilla cake.
II - The movie was long, but it was really entertaining.
III - I haven’t finished my homework, and my sister hasn’t finished hers .
IV - The restaurant was busy, so we had to wait long to get a table.
Read the text below and answer the questions that follow.
Text
Should schools just say no to pupils using phones?
14th July 2024
Natalie Grice – BBC News
“I wouldn’t say it’s a good thing for a child never to have a smartphone. I think it’s part of a balanced life. You’ve got to live in your own time.”
These are not the words you might expect to hear from a teacher at a school that has never in its history allowed pupils under sixth form age to use a mobile phone on the premises.
But Sarah Owen, deputy head at Stanwell School in Penarth, Vale of Glamorgan, was simply expressing a personal opinion, rather than the school’s view about a young person’s wider life.
It is clear that she and the school have very firm opinions on what is best for children while they are on school grounds.
For Stanwell pupils in years 7 to 11, that has always meant no phones. Not in lessons, not in the corridor, not at breaktimes.
It is such a long-established rule that it presumably comes as no surprise to pupils and parents when they join the school, which is starting to seem as if it may have been ahead of a growing curve.
In the past few years, a number of schools across Wales and further afield have introduced total bans on mobiles. While Stanwell only asks pupils to keep phones switched off in their bags, others require the devices to be handed in at the start of the day.
Llanidloes High School in Powys is one which has implemented this policy in the past few years and Ysgol Penrhyn Dewi in St Davids, Pembrokeshire, followed suit at the start of this year.
Sarah Owen has been at Stanwell School since 2000 and says that there has always been a no phone policy in the school. For Sarah, it is a question not of trying to impinge on their students’ freedom, but of giving them vital time away from mobile life, for welfare as well as educational reasons.
“We genuinely believe this is in their best interests,” she said. “Phone addiction and screen addiction and scrolling, the loss of concentration, the loss of soft skills around listening and interacting with others, that’s something we need to be concerned about as a society generally.”
“We want children to be interacting with each other, having conversations, playing football, having those connections and interactions with other people.”
Sarah also believes it gives pupils relief from the possibility of being “photographed, filmed, mocked in some way – that’s not a nice way for children to live”. She said she wanted her pupils to have “some sanctuary from the anxiety of feeling so scrutinised and looked at”.
Adapted from: https://www.bbc.com/news/articles
Consider the following sentence:
Although Sarah was feeling sick, she went to school yesterday.
This sentence could be rewritten, without any change in meaning, as:
According to Swan (2005) connectors are used with different grammatical functions in texts.
Match the use of the connectors in the sentences with their function.
1. Provides further information.
2. Expresses an opinion.
3. Expresses a contrasting idea or concession.
A. "…outside of the African continent to report a case of the newer strain of mpox, according to the country's public health agency”. (Lines 10-11)
B. "… more than twice the number seen at this time last year but not as many as seen…”. (Lines 13-14)
C. “…the WHO can help more countries collaborate by sharing data, allocating resources and helping make vaccines more readily available”. (Lines 18-20)
The correct association between numbers and letters, from top to bottom, is:
Based on the text and general knowledge, judge the following item.
The use of the phrase “not only... but also” indicates a correlative conjunction, connecting two related clauses.
I. The definite article "the" is used with both countable and uncountable nouns whenever the noun is specific in context.
II. Prepositions such as "in," "on," and "at" follow strict and unchanging rules for use with expressions of time and place.
III. Connectors like "however" and "nevertheless" introduce contrasting ideas but differ in their degree of formality and intensity.
IV. Adverbs in English often end in "-ly" and can modify verbs, adjectives, or even other adverbs, depending on the context.
I.The appropriate use of connectors, such as "therefore" and "however," contributes to textual cohesion by establishing logical relationships between ideas.
II.Excessive repetition of words in a text increases cohesion and facilitates reader comprehension.
III.Textual coherence depends exclusively on the use of connectives between sentences and paragraphs.
The correct statements are:
O texto seguinte servirá de base para responder à questão.
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
O texto seguinte servirá de base para responder à questão.
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
A: "Could you please send me the report by tomorrow?" B: "__________, I'll have it ready by then."
"The novel received critical acclaim for its intricate plot and deep character development; consequently, it was nominated for several prestigious literary awards."
The underlined discourse markers, used in TEXT, convey the notion of what, respectively?
Conheça nossos planos