Questões de Concurso Sobre inglês
Foram encontradas 25.607 questões
Ano: 2024
Banca:
FUNDEP (Gestão de Concursos)
Órgão:
Prefeitura de Montes Claros - MG
Prova:
FUNDEP (Gestão de Concursos) - 2024 - Prefeitura de Montes Claros - MG - PEB II - Língua Inglesa |
Q2847468
Inglês
Texto associado
Assessment of, as, and for learning
Empowering language learning through assessment
By Liying Cheng & Janna Fox
Introduction
Like you, we are teachers. We both began our careers teaching English to students ______ first languages were not English. We taught many of these students in Asia, the Middle East, Africa, and North America, navigating our way through the teaching, learning, and assessment of our students with little guidance from theory or resources. Over the years, we became increasingly sensitive to the negative influence and consequences of ill-considered assessment and testing practices. Although we could increasingly find resources on language teaching methods, strategies, and techniques, very few of these resources provided systematic and coherent support for our day-to-day assessment practices. There were no ready answers to our questions in the research literature either – researchers tended to write for other researchers, and their findings, although interesting, were not readily applicable in our classrooms. Years later, our long-term interest in assessment led us to teaching courses to pre-service and in-service teachers: helping them to support their students’ learning through sound assessment practices. This thread has centrally run through our work. Again, we searched for resources that could answer the questions and address the issues arising in the classroom; we realised that the narrow scope of resources on classroom assessment rarely moved beyond test design and test analysis, and was more appropriate for large-scale testing than for on-going classroom assessment.
In the present educational climate, we are continually faced with complex assessment issues. For example, there is a great deal of discussion now about alignment as a guiding principle for high quality assessment: that is, the degree of agreement amongst standards, curriculum, learning outcomes, assessment tasks (including tests), and instruction. Alignment, validity, reliability, fairness, consequences, and practicality are viewed as central aspects of assessment practice that supports learning.
The alignment of learning goals, assessment, and classroom activity
Figure 1 depicts assessment practices three-dimensionally and asks us as teachers to revisit our own classroom practices. Think about what it means to us in achieving instructional goals through teaching and assessment. In the center of this triangle is our students’ learning. The first question we need to ask relates to the learning goals we have for our students: What do I want my students to learn? What do I want them to know, value, and / or be able to do as an outcome of my teaching? Moving to the next question in Figure 1, on assessment, we need to ask how we will monitor and evaluate learning – or what information is essential in order to determine whether our students have met or exceeded the required expectations: What will my students do to show what they have learned? Given the evidence that we plan to collect during a course, we then need to identify the actual classroom activities that will support our students’ learning and development: What will I do as a teacher, and what will my students do as learners?
Assessment serves as the key to check on learning, providing essential information to teachers. This is an on-going, iterative, and cyclical way of supporting learners through assessment and teaching. In this sense, teaching and assessment are one integral and interconnected process. Teachers need to constantly ask themselves: Have my students learned? And how well have they progressed as a result of my assessment practices?
Assessment of, as, and for learning
For teachers to support student learning through assessment, teachers need to engage themselves as well as their students in the discussion of assessment of learning, assessment for learning, and assessment as learning. We argue that it is inaccurate to view assessment only as judgments on learner progress at the conclusion of a unit of teaching and learning. Rather, it should also be viewed as a way of obtaining evidence for where students are in reaching their learning goals and what they need in order to progress towards these goals. Assessment as learning puts the focus on the students themselves taking responsibility for their own learning through self and peer-assessment, monitoring their own progress toward their goals and employing strategies for achieving them. We know that alignment and assessment of, for, and as learning ultimately empower our students’ language development.
Available at: https://www.onestopenglish.com/methodology-theworld-of-elt/applied-linguistics-empowering-language-learningthrough-assessment/555928.article. Accessed on: April 29, 2024.
The authors state that “Alignment, validity, reliability, fairness,
consequences, and practicality are viewed as central aspects
of assessment practice that supports learning.”.
The word reliability is closest in meaning to
The word reliability is closest in meaning to
Ano: 2024
Banca:
FUNDEP (Gestão de Concursos)
Órgão:
Prefeitura de Montes Claros - MG
Prova:
FUNDEP (Gestão de Concursos) - 2024 - Prefeitura de Montes Claros - MG - PEB II - Língua Inglesa |
Q2847467
Inglês
Texto associado
Assessment of, as, and for learning
Empowering language learning through assessment
By Liying Cheng & Janna Fox
Introduction
Like you, we are teachers. We both began our careers teaching English to students ______ first languages were not English. We taught many of these students in Asia, the Middle East, Africa, and North America, navigating our way through the teaching, learning, and assessment of our students with little guidance from theory or resources. Over the years, we became increasingly sensitive to the negative influence and consequences of ill-considered assessment and testing practices. Although we could increasingly find resources on language teaching methods, strategies, and techniques, very few of these resources provided systematic and coherent support for our day-to-day assessment practices. There were no ready answers to our questions in the research literature either – researchers tended to write for other researchers, and their findings, although interesting, were not readily applicable in our classrooms. Years later, our long-term interest in assessment led us to teaching courses to pre-service and in-service teachers: helping them to support their students’ learning through sound assessment practices. This thread has centrally run through our work. Again, we searched for resources that could answer the questions and address the issues arising in the classroom; we realised that the narrow scope of resources on classroom assessment rarely moved beyond test design and test analysis, and was more appropriate for large-scale testing than for on-going classroom assessment.
In the present educational climate, we are continually faced with complex assessment issues. For example, there is a great deal of discussion now about alignment as a guiding principle for high quality assessment: that is, the degree of agreement amongst standards, curriculum, learning outcomes, assessment tasks (including tests), and instruction. Alignment, validity, reliability, fairness, consequences, and practicality are viewed as central aspects of assessment practice that supports learning.
The alignment of learning goals, assessment, and classroom activity
Figure 1 depicts assessment practices three-dimensionally and asks us as teachers to revisit our own classroom practices. Think about what it means to us in achieving instructional goals through teaching and assessment. In the center of this triangle is our students’ learning. The first question we need to ask relates to the learning goals we have for our students: What do I want my students to learn? What do I want them to know, value, and / or be able to do as an outcome of my teaching? Moving to the next question in Figure 1, on assessment, we need to ask how we will monitor and evaluate learning – or what information is essential in order to determine whether our students have met or exceeded the required expectations: What will my students do to show what they have learned? Given the evidence that we plan to collect during a course, we then need to identify the actual classroom activities that will support our students’ learning and development: What will I do as a teacher, and what will my students do as learners?
Assessment serves as the key to check on learning, providing essential information to teachers. This is an on-going, iterative, and cyclical way of supporting learners through assessment and teaching. In this sense, teaching and assessment are one integral and interconnected process. Teachers need to constantly ask themselves: Have my students learned? And how well have they progressed as a result of my assessment practices?
Assessment of, as, and for learning
For teachers to support student learning through assessment, teachers need to engage themselves as well as their students in the discussion of assessment of learning, assessment for learning, and assessment as learning. We argue that it is inaccurate to view assessment only as judgments on learner progress at the conclusion of a unit of teaching and learning. Rather, it should also be viewed as a way of obtaining evidence for where students are in reaching their learning goals and what they need in order to progress towards these goals. Assessment as learning puts the focus on the students themselves taking responsibility for their own learning through self and peer-assessment, monitoring their own progress toward their goals and employing strategies for achieving them. We know that alignment and assessment of, for, and as learning ultimately empower our students’ language development.
Available at: https://www.onestopenglish.com/methodology-theworld-of-elt/applied-linguistics-empowering-language-learningthrough-assessment/555928.article. Accessed on: April 29, 2024.
The correct relative pronoun to complete the sentence:
“Like you, we are teachers. We both began our careers
teaching English to students ______ first languages were
not English.” is
Ano: 2024
Banca:
FUNDEP (Gestão de Concursos)
Órgão:
Prefeitura de Montes Claros - MG
Prova:
FUNDEP (Gestão de Concursos) - 2024 - Prefeitura de Montes Claros - MG - PEB II - Língua Inglesa |
Q2847466
Inglês
Texto associado
Assessment of, as, and for learning
Empowering language learning through assessment
By Liying Cheng & Janna Fox
Introduction
Like you, we are teachers. We both began our careers teaching English to students ______ first languages were not English. We taught many of these students in Asia, the Middle East, Africa, and North America, navigating our way through the teaching, learning, and assessment of our students with little guidance from theory or resources. Over the years, we became increasingly sensitive to the negative influence and consequences of ill-considered assessment and testing practices. Although we could increasingly find resources on language teaching methods, strategies, and techniques, very few of these resources provided systematic and coherent support for our day-to-day assessment practices. There were no ready answers to our questions in the research literature either – researchers tended to write for other researchers, and their findings, although interesting, were not readily applicable in our classrooms. Years later, our long-term interest in assessment led us to teaching courses to pre-service and in-service teachers: helping them to support their students’ learning through sound assessment practices. This thread has centrally run through our work. Again, we searched for resources that could answer the questions and address the issues arising in the classroom; we realised that the narrow scope of resources on classroom assessment rarely moved beyond test design and test analysis, and was more appropriate for large-scale testing than for on-going classroom assessment.
In the present educational climate, we are continually faced with complex assessment issues. For example, there is a great deal of discussion now about alignment as a guiding principle for high quality assessment: that is, the degree of agreement amongst standards, curriculum, learning outcomes, assessment tasks (including tests), and instruction. Alignment, validity, reliability, fairness, consequences, and practicality are viewed as central aspects of assessment practice that supports learning.
The alignment of learning goals, assessment, and classroom activity
Figure 1 depicts assessment practices three-dimensionally and asks us as teachers to revisit our own classroom practices. Think about what it means to us in achieving instructional goals through teaching and assessment. In the center of this triangle is our students’ learning. The first question we need to ask relates to the learning goals we have for our students: What do I want my students to learn? What do I want them to know, value, and / or be able to do as an outcome of my teaching? Moving to the next question in Figure 1, on assessment, we need to ask how we will monitor and evaluate learning – or what information is essential in order to determine whether our students have met or exceeded the required expectations: What will my students do to show what they have learned? Given the evidence that we plan to collect during a course, we then need to identify the actual classroom activities that will support our students’ learning and development: What will I do as a teacher, and what will my students do as learners?
Assessment serves as the key to check on learning, providing essential information to teachers. This is an on-going, iterative, and cyclical way of supporting learners through assessment and teaching. In this sense, teaching and assessment are one integral and interconnected process. Teachers need to constantly ask themselves: Have my students learned? And how well have they progressed as a result of my assessment practices?
Assessment of, as, and for learning
For teachers to support student learning through assessment, teachers need to engage themselves as well as their students in the discussion of assessment of learning, assessment for learning, and assessment as learning. We argue that it is inaccurate to view assessment only as judgments on learner progress at the conclusion of a unit of teaching and learning. Rather, it should also be viewed as a way of obtaining evidence for where students are in reaching their learning goals and what they need in order to progress towards these goals. Assessment as learning puts the focus on the students themselves taking responsibility for their own learning through self and peer-assessment, monitoring their own progress toward their goals and employing strategies for achieving them. We know that alignment and assessment of, for, and as learning ultimately empower our students’ language development.
Available at: https://www.onestopenglish.com/methodology-theworld-of-elt/applied-linguistics-empowering-language-learningthrough-assessment/555928.article. Accessed on: April 29, 2024.
According to the authors, ensuring that students’ learning is
effectively supported mainly involves
Ano: 2024
Banca:
FUNDEP (Gestão de Concursos)
Órgão:
Prefeitura de Montes Claros - MG
Prova:
FUNDEP (Gestão de Concursos) - 2024 - Prefeitura de Montes Claros - MG - PEB II - Língua Inglesa |
Q2847465
Inglês
Texto associado
Assessment of, as, and for learning
Empowering language learning through assessment
By Liying Cheng & Janna Fox
Introduction
Like you, we are teachers. We both began our careers teaching English to students ______ first languages were not English. We taught many of these students in Asia, the Middle East, Africa, and North America, navigating our way through the teaching, learning, and assessment of our students with little guidance from theory or resources. Over the years, we became increasingly sensitive to the negative influence and consequences of ill-considered assessment and testing practices. Although we could increasingly find resources on language teaching methods, strategies, and techniques, very few of these resources provided systematic and coherent support for our day-to-day assessment practices. There were no ready answers to our questions in the research literature either – researchers tended to write for other researchers, and their findings, although interesting, were not readily applicable in our classrooms. Years later, our long-term interest in assessment led us to teaching courses to pre-service and in-service teachers: helping them to support their students’ learning through sound assessment practices. This thread has centrally run through our work. Again, we searched for resources that could answer the questions and address the issues arising in the classroom; we realised that the narrow scope of resources on classroom assessment rarely moved beyond test design and test analysis, and was more appropriate for large-scale testing than for on-going classroom assessment.
In the present educational climate, we are continually faced with complex assessment issues. For example, there is a great deal of discussion now about alignment as a guiding principle for high quality assessment: that is, the degree of agreement amongst standards, curriculum, learning outcomes, assessment tasks (including tests), and instruction. Alignment, validity, reliability, fairness, consequences, and practicality are viewed as central aspects of assessment practice that supports learning.
The alignment of learning goals, assessment, and classroom activity
Figure 1 depicts assessment practices three-dimensionally and asks us as teachers to revisit our own classroom practices. Think about what it means to us in achieving instructional goals through teaching and assessment. In the center of this triangle is our students’ learning. The first question we need to ask relates to the learning goals we have for our students: What do I want my students to learn? What do I want them to know, value, and / or be able to do as an outcome of my teaching? Moving to the next question in Figure 1, on assessment, we need to ask how we will monitor and evaluate learning – or what information is essential in order to determine whether our students have met or exceeded the required expectations: What will my students do to show what they have learned? Given the evidence that we plan to collect during a course, we then need to identify the actual classroom activities that will support our students’ learning and development: What will I do as a teacher, and what will my students do as learners?
Assessment serves as the key to check on learning, providing essential information to teachers. This is an on-going, iterative, and cyclical way of supporting learners through assessment and teaching. In this sense, teaching and assessment are one integral and interconnected process. Teachers need to constantly ask themselves: Have my students learned? And how well have they progressed as a result of my assessment practices?
Assessment of, as, and for learning
For teachers to support student learning through assessment, teachers need to engage themselves as well as their students in the discussion of assessment of learning, assessment for learning, and assessment as learning. We argue that it is inaccurate to view assessment only as judgments on learner progress at the conclusion of a unit of teaching and learning. Rather, it should also be viewed as a way of obtaining evidence for where students are in reaching their learning goals and what they need in order to progress towards these goals. Assessment as learning puts the focus on the students themselves taking responsibility for their own learning through self and peer-assessment, monitoring their own progress toward their goals and employing strategies for achieving them. We know that alignment and assessment of, for, and as learning ultimately empower our students’ language development.
Available at: https://www.onestopenglish.com/methodology-theworld-of-elt/applied-linguistics-empowering-language-learningthrough-assessment/555928.article. Accessed on: April 29, 2024.
The authors of the text claim that assessment serves as a
fundamental tool for
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764794
Inglês
Texto associado
Text II
A river in flux
MANAUS, BRAZIL—Jochen Schöngart darts back and forth
along an escarpment just above the Amazon River, a short water
taxi ride from downtown Manaus, Brazil. It’s still early this October
morning in 2023, but it’s already hot and his face is beaded with
sweat. “Look, there’s a piece of ceramic!” he says, nodding to a
worn shard lodged between boulders, likely a relic of an earlier
civilization. It’s not the only one.
Schöngart, a forest scientist at the National Institute of
Amazon Research (INPA), stoops and stares at the bedrock at his
feet. Well below the river’s normal level for this time of year, the
rock bears a gallery of life-size faces, perhaps carved during a
megadrought 1000 years ago. Now, they have been exposed again
by a new drought, the worst in the region’s modern history.
In the previous 4 months, only a few millimeters of rain have
fallen in this city of 2 million at the confluence of the Negro and
Amazon rivers. Normally it gets close to a half a meter during the
same period. The Amazon sank steadily beginning in June, as it
does most years during the dry season. But by mid-October, the
port’s river gauge reached the lowest level observed since the
record began in 1902. Freighters coming up from the Atlantic
Ocean—the city’s primary supply line—were blocked by shoals.
Factories furloughed workers.
Making matters worse, the drought coincided with a series of
week-long heat waves. In September and October, withering
conditions persisted across the Amazon, and temperatures here
peaked at 39°C, 6°C above normal. Desiccated jungle set ablaze by
farmers enveloped the city in choking smoke. Then, in the season’s
most freakish episode, a sandstorm blotted out the Sun.
Drought and heat are only half of the story of the changes
unfolding in the heart of the world’s largest rainforest. Schöngart
and collaborators’ research on the river here has shown that for
decades, while dry-season low water has been plummeting, rainyseason high water has been rising. The city has experienced
frequent major flooding in recent years because of heavy rains
across much of the Amazon Basin, forcing the officials to erect
temporary wooden walkways above streets of the historic
waterfront.
Schöngart and other researchers expect such changes to
intensify as global climate warms. The current drought provided a
grim preview, killing river dolphins and fish, and threatening
livelihoods for communities along the river. If the combination of
higher highs and lower lows becomes the new norm, the
ramifications could extend throughout the Amazon Basin and even
beyond, threatening the very existence of the forest—which
harbors much of the planet’s biodiversity, has a far-reaching
influence over regional and global climate, and sustains millions of
people.
“We are undergoing massive changes in the hydrological
cycle” of the Amazon Basin, Schöngart says. The question now, he
says, is whether its ecosystems and people can adapt.
Adapted from: https://www.science.org/content/article/amazon-river-may-alteredforever-climate-change
The situation described in the 5th paragraph is:
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764793
Inglês
Texto associado
Text II
A river in flux
MANAUS, BRAZIL—Jochen Schöngart darts back and forth
along an escarpment just above the Amazon River, a short water
taxi ride from downtown Manaus, Brazil. It’s still early this October
morning in 2023, but it’s already hot and his face is beaded with
sweat. “Look, there’s a piece of ceramic!” he says, nodding to a
worn shard lodged between boulders, likely a relic of an earlier
civilization. It’s not the only one.
Schöngart, a forest scientist at the National Institute of
Amazon Research (INPA), stoops and stares at the bedrock at his
feet. Well below the river’s normal level for this time of year, the
rock bears a gallery of life-size faces, perhaps carved during a
megadrought 1000 years ago. Now, they have been exposed again
by a new drought, the worst in the region’s modern history.
In the previous 4 months, only a few millimeters of rain have
fallen in this city of 2 million at the confluence of the Negro and
Amazon rivers. Normally it gets close to a half a meter during the
same period. The Amazon sank steadily beginning in June, as it
does most years during the dry season. But by mid-October, the
port’s river gauge reached the lowest level observed since the
record began in 1902. Freighters coming up from the Atlantic
Ocean—the city’s primary supply line—were blocked by shoals.
Factories furloughed workers.
Making matters worse, the drought coincided with a series of
week-long heat waves. In September and October, withering
conditions persisted across the Amazon, and temperatures here
peaked at 39°C, 6°C above normal. Desiccated jungle set ablaze by
farmers enveloped the city in choking smoke. Then, in the season’s
most freakish episode, a sandstorm blotted out the Sun.
Drought and heat are only half of the story of the changes
unfolding in the heart of the world’s largest rainforest. Schöngart
and collaborators’ research on the river here has shown that for
decades, while dry-season low water has been plummeting, rainyseason high water has been rising. The city has experienced
frequent major flooding in recent years because of heavy rains
across much of the Amazon Basin, forcing the officials to erect
temporary wooden walkways above streets of the historic
waterfront.
Schöngart and other researchers expect such changes to
intensify as global climate warms. The current drought provided a
grim preview, killing river dolphins and fish, and threatening
livelihoods for communities along the river. If the combination of
higher highs and lower lows becomes the new norm, the
ramifications could extend throughout the Amazon Basin and even
beyond, threatening the very existence of the forest—which
harbors much of the planet’s biodiversity, has a far-reaching
influence over regional and global climate, and sustains millions of
people.
“We are undergoing massive changes in the hydrological
cycle” of the Amazon Basin, Schöngart says. The question now, he
says, is whether its ecosystems and people can adapt.
Adapted from: https://www.science.org/content/article/amazon-river-may-alteredforever-climate-change
Due to global warming, experts believe the changes described will
tend to
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764792
Inglês
Texto associado
Text II
A river in flux
MANAUS, BRAZIL—Jochen Schöngart darts back and forth
along an escarpment just above the Amazon River, a short water
taxi ride from downtown Manaus, Brazil. It’s still early this October
morning in 2023, but it’s already hot and his face is beaded with
sweat. “Look, there’s a piece of ceramic!” he says, nodding to a
worn shard lodged between boulders, likely a relic of an earlier
civilization. It’s not the only one.
Schöngart, a forest scientist at the National Institute of
Amazon Research (INPA), stoops and stares at the bedrock at his
feet. Well below the river’s normal level for this time of year, the
rock bears a gallery of life-size faces, perhaps carved during a
megadrought 1000 years ago. Now, they have been exposed again
by a new drought, the worst in the region’s modern history.
In the previous 4 months, only a few millimeters of rain have
fallen in this city of 2 million at the confluence of the Negro and
Amazon rivers. Normally it gets close to a half a meter during the
same period. The Amazon sank steadily beginning in June, as it
does most years during the dry season. But by mid-October, the
port’s river gauge reached the lowest level observed since the
record began in 1902. Freighters coming up from the Atlantic
Ocean—the city’s primary supply line—were blocked by shoals.
Factories furloughed workers.
Making matters worse, the drought coincided with a series of
week-long heat waves. In September and October, withering
conditions persisted across the Amazon, and temperatures here
peaked at 39°C, 6°C above normal. Desiccated jungle set ablaze by
farmers enveloped the city in choking smoke. Then, in the season’s
most freakish episode, a sandstorm blotted out the Sun.
Drought and heat are only half of the story of the changes
unfolding in the heart of the world’s largest rainforest. Schöngart
and collaborators’ research on the river here has shown that for
decades, while dry-season low water has been plummeting, rainyseason high water has been rising. The city has experienced
frequent major flooding in recent years because of heavy rains
across much of the Amazon Basin, forcing the officials to erect
temporary wooden walkways above streets of the historic
waterfront.
Schöngart and other researchers expect such changes to
intensify as global climate warms. The current drought provided a
grim preview, killing river dolphins and fish, and threatening
livelihoods for communities along the river. If the combination of
higher highs and lower lows becomes the new norm, the
ramifications could extend throughout the Amazon Basin and even
beyond, threatening the very existence of the forest—which
harbors much of the planet’s biodiversity, has a far-reaching
influence over regional and global climate, and sustains millions of
people.
“We are undergoing massive changes in the hydrological
cycle” of the Amazon Basin, Schöngart says. The question now, he
says, is whether its ecosystems and people can adapt.
Adapted from: https://www.science.org/content/article/amazon-river-may-alteredforever-climate-change
In the opening sentence, the forest scientist is described as moving
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764791
Inglês
Texto associado
Text II
A river in flux
MANAUS, BRAZIL—Jochen Schöngart darts back and forth
along an escarpment just above the Amazon River, a short water
taxi ride from downtown Manaus, Brazil. It’s still early this October
morning in 2023, but it’s already hot and his face is beaded with
sweat. “Look, there’s a piece of ceramic!” he says, nodding to a
worn shard lodged between boulders, likely a relic of an earlier
civilization. It’s not the only one.
Schöngart, a forest scientist at the National Institute of
Amazon Research (INPA), stoops and stares at the bedrock at his
feet. Well below the river’s normal level for this time of year, the
rock bears a gallery of life-size faces, perhaps carved during a
megadrought 1000 years ago. Now, they have been exposed again
by a new drought, the worst in the region’s modern history.
In the previous 4 months, only a few millimeters of rain have
fallen in this city of 2 million at the confluence of the Negro and
Amazon rivers. Normally it gets close to a half a meter during the
same period. The Amazon sank steadily beginning in June, as it
does most years during the dry season. But by mid-October, the
port’s river gauge reached the lowest level observed since the
record began in 1902. Freighters coming up from the Atlantic
Ocean—the city’s primary supply line—were blocked by shoals.
Factories furloughed workers.
Making matters worse, the drought coincided with a series of
week-long heat waves. In September and October, withering
conditions persisted across the Amazon, and temperatures here
peaked at 39°C, 6°C above normal. Desiccated jungle set ablaze by
farmers enveloped the city in choking smoke. Then, in the season’s
most freakish episode, a sandstorm blotted out the Sun.
Drought and heat are only half of the story of the changes
unfolding in the heart of the world’s largest rainforest. Schöngart
and collaborators’ research on the river here has shown that for
decades, while dry-season low water has been plummeting, rainyseason high water has been rising. The city has experienced
frequent major flooding in recent years because of heavy rains
across much of the Amazon Basin, forcing the officials to erect
temporary wooden walkways above streets of the historic
waterfront.
Schöngart and other researchers expect such changes to
intensify as global climate warms. The current drought provided a
grim preview, killing river dolphins and fish, and threatening
livelihoods for communities along the river. If the combination of
higher highs and lower lows becomes the new norm, the
ramifications could extend throughout the Amazon Basin and even
beyond, threatening the very existence of the forest—which
harbors much of the planet’s biodiversity, has a far-reaching
influence over regional and global climate, and sustains millions of
people.
“We are undergoing massive changes in the hydrological
cycle” of the Amazon Basin, Schöngart says. The question now, he
says, is whether its ecosystems and people can adapt.
Adapted from: https://www.science.org/content/article/amazon-river-may-alteredforever-climate-change
Based on the text, mark the statements below as true (T) or false
(F).
( ) To find the piece of ceramic, the scientist had to dig into the hot soil.
( ) Due to the drought, factories found themselves having to hire workers to unblock the long and narrow ridges.
( ) Thus far, the control over climate change has not been considered a given.
The statements are, respectively,
( ) To find the piece of ceramic, the scientist had to dig into the hot soil.
( ) Due to the drought, factories found themselves having to hire workers to unblock the long and narrow ridges.
( ) Thus far, the control over climate change has not been considered a given.
The statements are, respectively,
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764790
Inglês
Texto associado
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remoteand hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only onethird full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-isdead
When it is argued that workers aren't shy (7th paragraph), the
author means they are
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764789
Inglês
Texto associado
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remoteand hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only onethird full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-isdead
Trust-falls (4th paragraph) are group activities aimed at
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764788
Inglês
Texto associado
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remoteand hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only onethird full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-isdead
The extract what lured in workers (3rd paragraph) implies that
workers were
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764787
Inglês
Texto associado
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remoteand hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only onethird full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-isdead
If stocked pantries (2nd paragraph) are available in the office,
peckish employees will have a place where they can grab a(n)
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764786
Inglês
Texto associado
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remoteand hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only onethird full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-isdead
The extract Companies are clawing (in the subtitle) suggests that
the effort expended by the companies is
Ano: 2024
Banca:
FGV
Órgão:
EPE
Provas:
FGV - 2024 - EPE - Analista de Gestão Corporativa - Administração Geral (Administração)
|
FGV - 2024 - EPE - Analista de Gestão Corporativa - Contabilidade |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Finanças e Orçamentos |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Ciência de Dados) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Soluções) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Tecnologia da Informação (Infraestrutura e Segurança) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Comunicação) |
FGV - 2024 - EPE - Analista de Gestão Corporativa - Recursos Humanos (Recursos Humanos) |
Q2764785
Inglês
Texto associado
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remoteand hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only onethird full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-isdead
Analyse the statements below based on Text I.
I. Before the Covid-19 pandemic, office culture was understood as a concept requiring state-of-the-art technological skills from workers.
II. In the past, employees loathed going to fancy resorts.
III. Post pandemic workers have priorities other than office perks.
Choose the correct answer:
I. Before the Covid-19 pandemic, office culture was understood as a concept requiring state-of-the-art technological skills from workers.
II. In the past, employees loathed going to fancy resorts.
III. Post pandemic workers have priorities other than office perks.
Choose the correct answer:
Q2758991
Inglês
Texto associado
Text II
Examining the fluff that frustrates northern China
Like most blizzards, it begins with just a few white wisps swirling
about. Gradually the volume increases and the stuff starts to
accumulate on the ground. During the heaviest downfalls the air is
so thick with it as to impair visibility. But this is no winter scene. It is
what happens every April across much of northern China, when
poplar trees start giving off their cotton-like seed-pods.
The phenomenon has already begun in Beijing. On April 8th an
eddy of fluff balls wafted around the American treasury secretary,
Janet Yellen, as she held a press conference in an embassy garden.
To call this a nuisance is an understatement. In many people
the fluff triggers allergies, asthma and other respiratory problems.
Experts say the white balls—produced by the trees’ catkins—are
not themselves allergenic, but that they distribute irritating pollen.
They also clog rain gutters, drain pipes and car radiators. Worse,
they pose a fire hazard. Officials have warned that the fuzz balls have
a low ignition point and called for extreme caution on the part of
smokers, welders or anyone inclined to burn them “out of curiosity”.
China’s catkin problem is the unintended consequence of an
old effort to improve the environment. Intensive tree planting
began in the 1950s with the aim of ending the scourge of
sandstorms caused by winds sweeping out of barren areas. The
trees were also meant to firm up the soil and slow desertification.
Poplar trees, along with willows, were selected because they are
cheap, fast-growing and drought-resistant.
In some ways the plan worked. Today sandstorms are less
severe and the threat of desertification has faded. But the annual
onslaught from catkins is another legacy. Female trees are the
cotton-ball culprits. There are millions of them (poplar and willow)
in Beijing alone.
Authorities have sought to mitigate the mess. The simplest way
is to spray water on the trees, turning the fluffy flyers into damp
squibs. More advanced solutions involve “birth control”, or injecting
female trees with chemicals that suppress catkin production.
Another option is “gender-reassignment surgery”, in which branches
on female trees are cut and replaced with male grafts.
But experts say that these efforts will take time. The good
news is that the flurries of poplar fluff will only last for a few more
weeks. The bad news is that wafts of willow fluff will then begin.
From: https://www.economist.com/china/2024/04/18/examining-thefluff-that-frustrates-northern-china
The phrase “the scourge of sandstorms” (5th paragraph) leads to
the understanding that sandstorms are a(n)
Q2758990
Inglês
Texto associado
Text II
Examining the fluff that frustrates northern China
Like most blizzards, it begins with just a few white wisps swirling
about. Gradually the volume increases and the stuff starts to
accumulate on the ground. During the heaviest downfalls the air is
so thick with it as to impair visibility. But this is no winter scene. It is
what happens every April across much of northern China, when
poplar trees start giving off their cotton-like seed-pods.
The phenomenon has already begun in Beijing. On April 8th an
eddy of fluff balls wafted around the American treasury secretary,
Janet Yellen, as she held a press conference in an embassy garden.
To call this a nuisance is an understatement. In many people
the fluff triggers allergies, asthma and other respiratory problems.
Experts say the white balls—produced by the trees’ catkins—are
not themselves allergenic, but that they distribute irritating pollen.
They also clog rain gutters, drain pipes and car radiators. Worse,
they pose a fire hazard. Officials have warned that the fuzz balls have
a low ignition point and called for extreme caution on the part of
smokers, welders or anyone inclined to burn them “out of curiosity”.
China’s catkin problem is the unintended consequence of an
old effort to improve the environment. Intensive tree planting
began in the 1950s with the aim of ending the scourge of
sandstorms caused by winds sweeping out of barren areas. The
trees were also meant to firm up the soil and slow desertification.
Poplar trees, along with willows, were selected because they are
cheap, fast-growing and drought-resistant.
In some ways the plan worked. Today sandstorms are less
severe and the threat of desertification has faded. But the annual
onslaught from catkins is another legacy. Female trees are the
cotton-ball culprits. There are millions of them (poplar and willow)
in Beijing alone.
Authorities have sought to mitigate the mess. The simplest way
is to spray water on the trees, turning the fluffy flyers into damp
squibs. More advanced solutions involve “birth control”, or injecting
female trees with chemicals that suppress catkin production.
Another option is “gender-reassignment surgery”, in which branches
on female trees are cut and replaced with male grafts.
But experts say that these efforts will take time. The good
news is that the flurries of poplar fluff will only last for a few more
weeks. The bad news is that wafts of willow fluff will then begin.
From: https://www.economist.com/china/2024/04/18/examining-thefluff-that-frustrates-northern-china
“To call this a nuisance is an understatement” (3rd paragraph)
means that the problem is seen by the author as a
Q2758989
Inglês
Texto associado
Text II
Examining the fluff that frustrates northern China
Like most blizzards, it begins with just a few white wisps swirling
about. Gradually the volume increases and the stuff starts to
accumulate on the ground. During the heaviest downfalls the air is
so thick with it as to impair visibility. But this is no winter scene. It is
what happens every April across much of northern China, when
poplar trees start giving off their cotton-like seed-pods.
The phenomenon has already begun in Beijing. On April 8th an
eddy of fluff balls wafted around the American treasury secretary,
Janet Yellen, as she held a press conference in an embassy garden.
To call this a nuisance is an understatement. In many people
the fluff triggers allergies, asthma and other respiratory problems.
Experts say the white balls—produced by the trees’ catkins—are
not themselves allergenic, but that they distribute irritating pollen.
They also clog rain gutters, drain pipes and car radiators. Worse,
they pose a fire hazard. Officials have warned that the fuzz balls have
a low ignition point and called for extreme caution on the part of
smokers, welders or anyone inclined to burn them “out of curiosity”.
China’s catkin problem is the unintended consequence of an
old effort to improve the environment. Intensive tree planting
began in the 1950s with the aim of ending the scourge of
sandstorms caused by winds sweeping out of barren areas. The
trees were also meant to firm up the soil and slow desertification.
Poplar trees, along with willows, were selected because they are
cheap, fast-growing and drought-resistant.
In some ways the plan worked. Today sandstorms are less
severe and the threat of desertification has faded. But the annual
onslaught from catkins is another legacy. Female trees are the
cotton-ball culprits. There are millions of them (poplar and willow)
in Beijing alone.
Authorities have sought to mitigate the mess. The simplest way
is to spray water on the trees, turning the fluffy flyers into damp
squibs. More advanced solutions involve “birth control”, or injecting
female trees with chemicals that suppress catkin production.
Another option is “gender-reassignment surgery”, in which branches
on female trees are cut and replaced with male grafts.
But experts say that these efforts will take time. The good
news is that the flurries of poplar fluff will only last for a few more
weeks. The bad news is that wafts of willow fluff will then begin.
From: https://www.economist.com/china/2024/04/18/examining-thefluff-that-frustrates-northern-china
In “a few white wisps swirling about” (1st paragraph) the verb
indicates a movement that is
Q2758988
Inglês
Texto associado
Text II
Examining the fluff that frustrates northern China
Like most blizzards, it begins with just a few white wisps swirling
about. Gradually the volume increases and the stuff starts to
accumulate on the ground. During the heaviest downfalls the air is
so thick with it as to impair visibility. But this is no winter scene. It is
what happens every April across much of northern China, when
poplar trees start giving off their cotton-like seed-pods.
The phenomenon has already begun in Beijing. On April 8th an
eddy of fluff balls wafted around the American treasury secretary,
Janet Yellen, as she held a press conference in an embassy garden.
To call this a nuisance is an understatement. In many people
the fluff triggers allergies, asthma and other respiratory problems.
Experts say the white balls—produced by the trees’ catkins—are
not themselves allergenic, but that they distribute irritating pollen.
They also clog rain gutters, drain pipes and car radiators. Worse,
they pose a fire hazard. Officials have warned that the fuzz balls have
a low ignition point and called for extreme caution on the part of
smokers, welders or anyone inclined to burn them “out of curiosity”.
China’s catkin problem is the unintended consequence of an
old effort to improve the environment. Intensive tree planting
began in the 1950s with the aim of ending the scourge of
sandstorms caused by winds sweeping out of barren areas. The
trees were also meant to firm up the soil and slow desertification.
Poplar trees, along with willows, were selected because they are
cheap, fast-growing and drought-resistant.
In some ways the plan worked. Today sandstorms are less
severe and the threat of desertification has faded. But the annual
onslaught from catkins is another legacy. Female trees are the
cotton-ball culprits. There are millions of them (poplar and willow)
in Beijing alone.
Authorities have sought to mitigate the mess. The simplest way
is to spray water on the trees, turning the fluffy flyers into damp
squibs. More advanced solutions involve “birth control”, or injecting
female trees with chemicals that suppress catkin production.
Another option is “gender-reassignment surgery”, in which branches
on female trees are cut and replaced with male grafts.
But experts say that these efforts will take time. The good
news is that the flurries of poplar fluff will only last for a few more
weeks. The bad news is that wafts of willow fluff will then begin.
From: https://www.economist.com/china/2024/04/18/examining-thefluff-that-frustrates-northern-china
In the last paragraph, the author observes the phenomenon is
Q2758987
Inglês
Texto associado
Text II
Examining the fluff that frustrates northern China
Like most blizzards, it begins with just a few white wisps swirling
about. Gradually the volume increases and the stuff starts to
accumulate on the ground. During the heaviest downfalls the air is
so thick with it as to impair visibility. But this is no winter scene. It is
what happens every April across much of northern China, when
poplar trees start giving off their cotton-like seed-pods.
The phenomenon has already begun in Beijing. On April 8th an
eddy of fluff balls wafted around the American treasury secretary,
Janet Yellen, as she held a press conference in an embassy garden.
To call this a nuisance is an understatement. In many people
the fluff triggers allergies, asthma and other respiratory problems.
Experts say the white balls—produced by the trees’ catkins—are
not themselves allergenic, but that they distribute irritating pollen.
They also clog rain gutters, drain pipes and car radiators. Worse,
they pose a fire hazard. Officials have warned that the fuzz balls have
a low ignition point and called for extreme caution on the part of
smokers, welders or anyone inclined to burn them “out of curiosity”.
China’s catkin problem is the unintended consequence of an
old effort to improve the environment. Intensive tree planting
began in the 1950s with the aim of ending the scourge of
sandstorms caused by winds sweeping out of barren areas. The
trees were also meant to firm up the soil and slow desertification.
Poplar trees, along with willows, were selected because they are
cheap, fast-growing and drought-resistant.
In some ways the plan worked. Today sandstorms are less
severe and the threat of desertification has faded. But the annual
onslaught from catkins is another legacy. Female trees are the
cotton-ball culprits. There are millions of them (poplar and willow)
in Beijing alone.
Authorities have sought to mitigate the mess. The simplest way
is to spray water on the trees, turning the fluffy flyers into damp
squibs. More advanced solutions involve “birth control”, or injecting
female trees with chemicals that suppress catkin production.
Another option is “gender-reassignment surgery”, in which branches
on female trees are cut and replaced with male grafts.
But experts say that these efforts will take time. The good
news is that the flurries of poplar fluff will only last for a few more
weeks. The bad news is that wafts of willow fluff will then begin.
From: https://www.economist.com/china/2024/04/18/examining-thefluff-that-frustrates-northern-china
Based on the text, mark the statements below as TRUE (T) or FALSE
(F).
( ) Willows and poplar trees are unsuitable to withstand extended dry periods.
( ) All possible outcomes of the 1950s environmental plans were widely predicted.
( ) Biological interventions are among the measures being considered to control the catkin problem.
The statements are, respectively,
( ) Willows and poplar trees are unsuitable to withstand extended dry periods.
( ) All possible outcomes of the 1950s environmental plans were widely predicted.
( ) Biological interventions are among the measures being considered to control the catkin problem.
The statements are, respectively,
Q2758986
Inglês
Texto associado
Text I
Energy Transition in a Transnational World
Within the sphere of environmental law, the climate crisis is
increasingly understood to be an intersectional challenge that
implicates and exacerbates existing systemic challenges and
prevailing pathways of inequality. From this vantage point climate
change also creates opportunities for rethinking the role of law in
limiting the destructive impacts of climate change and moving
towards a more sustainable and equitable world in the process.
This view is advanced by the climate justice movement, which is
swelling in influence worldwide. Drawing from the environmental
justice movement, the climate justice movement exposes not only
how social and economic inequality has led to and perpetuates
patterns of climate change, but also how climate change deepens
inequality by disproportionately affecting the most vulnerable
members of society. Climate justice seeks greater emphasis on this
issue and advocates on the part of those most affected by climate
change. The movement envisions a world which simultaneously
curtails the negative effects of climate change and reshapes
existing social, political, and economic relationships along the way.
Amidst the overlapping crises of modern times, the modern
climate justice movement is reviving dialogue at the intersection of
feminism, environmentalism, social and economic justice, and other
progressive law reform movements, as well as creating the space
and momentum for intersectional ideas to flourish. For lawyers and
legal scholars, the opportunity is to see climate change and
environmental degradation within its broader social context and to
seize upon the rule of law as a powerful tool for change.
Nowhere are these intersecting challenges as acute as in the
context of energy. One of the principal aims of the climate justice
movement is to achieve a just and equitable transition from an
extractive economy to a regenerative economy. This requires
transitioning from fossil fuel-dependent to low and zero-carbon
economies. However, the pathways for overhauling energy
systems worldwide remain indeterminate. Energy systems are
evolving in response to a combination of law and policy changes,
developments in energy technologies, and market forces.
Moreover, given both the entrenched nature of fossil fuel
economies and the varied social, political, economic, and
environmental factors that shape energy transition, pathways to
decarbonization are bound to be beset with complex trade-offs,
such as those between energy security and environmental
objectives, or between energy choice and economies of scale. The
precise contours of these systemic changes vary from country to
country, and remain under-explored both within their national
contexts and from a broader transnational perspective. This
knowledge gap is critical. Understanding how, why, and to what
end states are restructuring their energy economies is essential for
transitioning to more environmentally sustainable and just
societies worldwide. In short, this is an area in need of
experimentation and iterative learning. It is a subject ripe for
greater scholarly focus, particularly at the transnational level,
where improved learning and sharing is indispensable for
achieving the global-level shifts needed to address climate change.
Adapted from: Etty, Thijs et al. “Energy Transition in a Transnational World.”
Transnational Environmental Law 10.2 (2021): 197–204. Available at https://www.cambridge.org/core/journals/transnational-environmentallaw/article/energy-transition-in-a-transnationalworld/9F9D4229588B39C0E5916DFBE82EA046
The text concludes by stating that studies in the area are
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