Questões de Concursos Interpretação de texto Reading comprehension

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What does the hurricane scale tell us?

Text CB1A7

Whenever a global economic transformation takes place, a single city usually drives it forward. Ghent, in modern-day Belgium, was at the core of the burgeoning global wool trade in the 13th century. The first initial public offering took place in Amsterdam in 1602. London was the financial centre of the first wave of globalisation during the 19th century. Today the city is San Francisco.

California’s commercial capital has no serious rival in generative artificial intelligence (AI), a breakthrough technology that has caused a bull market in American stocks and which, many economists hope, will power a global productivity surge. Almost all big AI start-up companies are based in the Bay Area, which comprises the city of San Francisco and Silicon Valley (largely based in Santa Clara county, to the south). OpenAI is there, of course; so are Anthropic, Databricks and Scale AI. Tech giants, including Meta and Microsoft, are also spending big on AI in San Francisco. According to Brookings Metro, a think tank, last year San Francisco accounted for close to a tenth of generative AI job postings in America, more than any other city of the country. New York, with four times as many residents, was second.

Internet: <www.economist.com> (adapted).

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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 thepast 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

Sociologists have, until recently, tended to avoid technology. This began to change significantly in the late 1980s with the growth and development of both (physical) IT and the (social) debate surrounding it. In a broad sense, sociologists of technology are concerned with explaining how social processes, actions and structures relate to technology; and in this are concerned with developing critiques of notions of technological determinism. The theories and concepts which have been developed are increasingly recognised as of value to technologists, notably in the area of information system design.

Technological determinism is the notion that technological development is autonomous of society; it shapes society, but is not reciprocally influenced. Rather, it exists outside society, but at the same time influences social change. In more extreme varieties of technological determinism, the technology is seen as the most significant determinant of the nature of a society. What is remarkable about the notion of technological determinism is neither its theoretical sophistication nor its explanatory utility. It is important because it is “the single most influential theory of the relationship between technology and society”, according to MacKenzie and Wajcman (1985).

The reality, of course, is that technologies do not, in practice, follow some pre-determined course of development. Research and development decisions, for example, are significant determinants of the sorts of technologies which are developed. Also, although technologies clearly have impacts, the nature of these is not built into the technology, but varies from one culture to another, depending on a broad range of social, political and economic factors.

Hughie Mackay. Theorising the IT/Society Relationship. In: HEAP, N. et al. (eds) Information technology and society: a reader. London: Sage Publications, 1996 (adapted)

Read text III to answer the following question.

TEXT III

Realities of Race, by Mike Peed

What’s the difference between an African-American and an American-African? From such a distinction springs a deep-seated discussion of race in Chimamanda Ngozi Adichie’s third novel, “Americanah.” Adichie, born in Nigeria but now living both in her homeland and in the United States, is an extraordinarily self-aware thinker and writer, possessing the abil ity to lambaste society without sneering or patronizing or polemicizing. For her, it seems no great feat to balance high literary intentions with broad social critique. “Americanah” examines blackness in America, Nigeria and Britain, but it’s also a steady-handed dissection of the universal human experience — a platitude made fresh by the accuracy of Adichie’s obser vations. […]

“Americanah” tells the story of a smart, strong-willed Nigerian woman named Ifemelu who, after she leaves Africa for America, endures several harrowing years of near destitution before graduating from college, starting a blog entitled “Raceteenth or Various Observations About American Blacks (Those Formerly Known as Negroes) by a Non-American Black” and winning a fellowship at Princeton (as Adichie once did; she has acknowledged that many of Ifemelu’s experiences are her own). Ever hovering in Ifemelu’s thoughts is her high school boyfriend, Obinze, an equally intelligent if gentler, more self-effacing Nigerian, who outstays his visa and takes illegal jobs in London. (When Obinze trips and falls to the ground, a co-worker shouts, “His knee is bad because he’s a knee-grow!”)

Ifemelu and Obinze represent a new kind of immigrant, “raised well fed and watered but mired in dissatisfaction.” They aren’t fleeing war or starvation but “the oppressive lethargy of choicelessness.” Where Obinze fails — soon enough, he is deported — Ifemelu thrives, in part because she seeks authenticity. […]

Early on, a horrific event leaves Ifemelu reeling, and years later, when she returns to Nigeria, she’s still haunted by it. Meantime, back in Lagos, Obinze has found wealth as a property developer. Though the book threatens to morph into a simple story of their reunion, it stretches into a scalding assessment of Nigeria, a country too proud to have patience for “Americanahs” — big shots who return from abroad to belittle their countrymen — and yet one that, sometimes unwitting ly, endorses foreign values. (Of the winter scenery in a school’s Christmas pageant, a parent asks, “Are they teaching chil dren that a Christmas is not a real Christmas unless snow falls like it does abroad?”)

“Americanah” is witheringly trenchant and hugely empathetic, both worldly and geographically precise, a novel that holds the discomfiting realities of our times fearlessly before us. It never feels false.

(Adapted from: https://www.nytimes.com/2013/06/09/books/review/americanah-by-chimamanda-ngozi-adichie.html)

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Pontus

Pontus is a non-playable faction in Rome: Total War. Pontus was a Hellenistic Kingdom on the southern coast of the Black Sea.

Pontus are an eastern faction, based in Asia Minor (Modern-day Turkey), having their origins with an ambitious Persian noble who siezed the area when Alexander's empire broke up. They were best known for their support for the pirates of Cilicia and their subsequent defeat by Pompey.

A refreshingly different faction, Pontus are similar in some ways to the Seleucids, but mainly they are unique. With a large amount of missile cavalry, chariots chariot archers, Cappadocian Lancers and Pikemen, they have a different balance to most factions, while not severely lacking in any department except heavy infantry.

Pontus is a small faction in Asia Minor. While their army is relatively weak at the low initial development levels of Asia Minor, Asia Minor itself is a relatively easy part of the map to take and hold. Trade and growth are relatively good around the area and Rhodes, Crete and the Seleucids are soon ripe for the picking. Tactically, Pontus are an eastern faction. Expect to field a mobile army of mainly missile units. There are Macedonian-influenced Pikemen though, allowing a solid infantry line to be made when dealing with the western armies and to provide more strategic options.

Pontus have mostly the basic eastern units, but with skirmisher cavalry instead of mounted archers. Scythed Chariots and Chariot Archers are also available, allowing further flexibility. The infantry is a little ticklish at times though; The early infantry suffers from poor morale and a lack of stopping power, although Eastern Infantry are very good at stopping enemy chariots. Pikemen and Cappadocian Lancers are available later on though, allowing more Seleucid-influenced tactics to be used to good effect.

It was founded by Mithridates I in 291 BC and lasted until its conquest by the Roman Empire in 63 BC. Despite being ruled by a dynasty which was a descendant of the Persian Achaemenid Empire it became hellenized due to the influence of the Greeks on the black sea and the smaller Hellenistic kingdoms in the Middle East. Pontus grew to its largest extent under Mithridates VI the great, who conquered Colchis, Cappadocia, Bithynia, Lesser Armenia, the Greek colonies of the Tauric Chersonesosand for a brief time the Roman province of Asia.

Pontus starts in north and east Asia Minor, north of the Seleucid Empire, and west of Armenia. Their cities are:

Sinope - Pontic Capital; Region - Pontus

Mazaka - Pontic Large Town; Region - Cappadocia

Pontus infantry units include the feared Bronze Shield Pikemen, the elite of the army of Pontus, among the heirs of the world-conquering phalanxes of Alexander the Great. Pontus has effective cavalry including Cappadocian Cavalry, which are are excellent horsemen, best suited to charging into and breaking through enemy formations with their lances. Pontic heavy cavalry are javelin-armed horsemen who can also fight hand-to-hand - a potent combination in one force.

After a long struggle with Rome in the Mithridatic wars, Pontus was defeated, part of it was incorporated into the Roman Empire as the province Bithynia et Pontus and the eastern half survived as a client Kingdom. The Bosporan Kingdom also remained independent under Pharnaces II as an ally and friend of Rome. Colchis was also made into a client Kingdom. Pharnaces II later made an attempt at reconquering Pontus. During the civil war of Caesar and Pompey, he invaded Asia Minor, taking Colchis, lesser Armenia, Pontus and Cappadocia and defeating a Roman army at Nicopolis. Caesar responded swiftly and defeated him at Zela, where he uttered the famous phrase 'Veni, Vidi, Vici' (i came, i saw, i conquered). Pontic kings continued to rule the client Kingdom of Pontus, Colchis and Cilicia until Polemon II was finally forced to abdicate the Pontic throne by the Romans in 62 AD.

https://totalwar.fandom.com/wiki/Pontus