Questões de Concursos Inglês

INSTRUCTION: Read the following text to answer question.

Do Leveled Books Have Any Place in the Classroom?

“The little turtle can see the grass. The little turtle can see the trees. The little turtle can see the flowers”. These are the opening lines to one popular reading program’s leveled books: short, predictable texts designed for beginning readers. The patterned sentence structure – centered on the phrase “the little turtle can see" – invites students to rely on repetition and context clues to identify words they can’t sound out.

Leveled books have been a staple in early elementary reading instruction for more than two decades. But as the “science of reading” movement has spread, leveled books have come under fire. Initially, they encourage students to guess at words rather than use their phonics skills, researchers say, which can prevent children from mapping the letter-sound connections that allow them to become fluent readers.

A second problem is how they sort students into levels. Studies have shown that leveling systems are frequently inaccurate. These systems are usually created by the books’ publishers, which purport to match students with books that have a just-right alignment with their reading comprehension abilities.

In classrooms that are switching to a science of reading approach, educators are now wary of leveled books, because of the damage that they did, said Wiley Blevins, an educational consultant. In his opinion, when children are still learning the code of written language, it is required a “tight connection” between the letter-sound correspondences they’re learning and the text they’re reading, so that they have opportunities to practice. But leveled texts can’t do this job. Blevins said that the textdifficulty levels also don’t offer much practical use because they don’t tell educators what skills students still need to master – which doesn’t necessarily mean kids can’t ever pick up these books.

But what are leveled texts anyway? In many of the most popular reading programs of the last decade, leveled readers were some of the main texts that children worked with. Teachers used books for instruction, grouping students by their level and assigning them reading strategies to practice in the text. They have also been used for assessment since teachers listened to students read these books aloud, keeping a running record of their errors.

Publishers claimed that the text-leveling system could match students with books that were just right for their abilities – challenging enough to help them practice new skills, but not so challenging as to be frustrating or inaccessible. This idea is based on outdated theories about how children learn. Studies show that students can read books that are above their level with teacher and peer-provided support. They also indicate that restricting students to text at lower reading levels can actually widen achievement gaps.

However, other research has found that the leveling system isn’t even that accurate. A 2014 study showed that data from leveling assessments correctly predicted students’ reading ability only about 50 percent of the time.

The big problem with these books, though, is that they don’t help students develop their decoding skills, that is, their ability to sound out words by connecting letters tospoken sounds, said Kari Kurto, the National Science of Reading Project director at The Reading League – a group that advocates for evidence-based reading policy and classroom practice. Kurto complemented by saying that many of the words in these books aren’t written with constrained sound-spelling patterns, so “there’s no other strategy that a kid can use other than guessing,” Kurto said.

With all of this being said, one question pops up: how teachers can repurpose leveled readers?

As some districts have shifted their reading instructional practice, they have moved from leveled to decodable text – books written to give students practice with the letter-sound correspondences that they are learning in phonics lessons. However, decodable books shouldn’t be the only books that students ever see because at some point they will have to move on to more complex literature, said Blevins. In his point of view, teachers shouldn’t worry about matching students with a particular level, but rather see if they can find books that include some phonics patterns children know.

But can leveled texts build background knowledge? Some educators have repurposed leveled texts in a different way, using them to help students develop content knowledge about a subject. Research shows that students’ background knowledge is a key component of their reading comprehension ability.

According to Kurto, having more books available that might tap into kids’ different interests is valuable. Still, she draws the attention to the fact that many leveled books are written with simple themes and basic vocabulary and syntax. She said, “a lot of the leveled texts are just a little fluffy. If all [students are] getting beyond decodable text is leveled text, then it’s likely that they’re not being exposed to high-quality language and language structures.”

Although the debate about this matter is extensive and opinions are diverse, one thing is worth keeping in mind: what students read in class really matters.

Source: https://www.edweek.org/teaching-learning/doleveled-books-have-any-place-in-the-classroom/2024/10 Accessed on November 13, 2024. [Adapted]

Read the text below and answer the following question based on it.

More than half your body is not human

Human cells make up only 43% of the body's total cell count. The rest are microscopic colonists.

Understanding this hidden half of ourselves - our microbiome - is rapidly transforming understanding of diseases from allergy to Parkinson's.

No matter how well you wash, nearly every nook and cranny of your body is covered in microscopic creatures.

This includes bacteria, viruses, fungi and archaea (organisms originally misclassified as bacteria). The greatest concentration of this microscopic life is in the dark murky depths of our oxygen-deprived bowels.

The human genome - the full set of genetic instructions for a human being - is made up of 20,000 instructions called genes.

But add all the genes in our microbiome together and the figure comes out between two and 20 million microbial genes.

Prof Sarkis Mazmanian, a microbiologist from Caltech, argues: "We don't have just one genome, the genes of our microbiome present essentially a second genome which augment the activity of our own.

Science is rapidly uncovering the role the microbiome plays in digestion, regulating the immune system, protecting against disease and manufacturing vital vitamins.

It is a new way of thinking about the microbial world. To date, our relationship with microbes has largely been one of warfare.

Antibiotics and vaccines have been the weapons unleashed against the likes of smallpox, Mycobacterium tuberculosis or MRSA.

That's been a good thing and has saved large numbers of lives.

But some researchers are concerned that our assault on the bad guys has done untold damage to our "good bacteria".

Prof Knight has performed experiments on mice that were born in the most sanitised world imaginable.

He says: "We were able to show that if you take lean and obese humans and take their faeces and transplant the bacteria into mice you can make the mouse thinner or fatter depending on whose microbiome it got."

"This is pretty amazing right, but the question now is will this be translatable to humans"

This is the big hope for the field, that microbes could be a new form of medicine. It is known as using "bugs as drugs".

Adaptado de: < http://www.bbc.com/news/health-43674270> Acessado em 13 de abril de 2018.

How a Canadian Chain Is Reinventing Book Selling

By Alexandra Alter

About a decade ago, Heather Reisman, the chief executive of Canada’s largest bookstore chain, was having tea with the novelist Margaret Atwood when Ms. Atwood inadvertently gave her an idea for a new product. Ms. Atwood announced that she planned to go home, put on a pair of cozy socks and curl up with a book. Ms. Reisman thought about how appealing that sounded. Not long after, her company, Indigo, developed its own brand of plush “reading socks.” They quickly became one of Indigo’s signature gift items.

“Last year, all my friends got reading socks,” said Arianna Huffington, the HuffPost cofounder and a friend of Ms. Reisman’s, who also gave the socks as gifts to employees at her organization Thrive. “Most people don’t have reading socks — not like Heather’s reading socks.”

Over the last few years, Indigo has designed dozens of other products, including beach mats, scented candles, inspirational wall art, Mason jars, crystal pillars, bento lunchboxes, herb growing kits, copper cheese knife sets, stemless champagne flutes, throw pillows and scarves.

It may seem strange for a bookstore chain to be developing and selling artisanal soup bowls and organic cotton baby onesies. But Indigo’s approach seems not only novel but crucial to its success and longevity. The superstore concept, with hulking retail spaces stocking 100,000 titles, has become increasingly hard to sustain in the era of online retail, when it’s impossible to match Amazon’s vast selection.

Indigo is experimenting with a new model, positioning itself as a “cultural department store” where customers who wander in to browse through books often end up lingering as they impulsively shop for cashmere slippers and crystal facial rollers, or a knife set to go with a new Paleo cookbook. Over the past few years, Ms. Reisman has reinvented Indigo as a Goop-like, curated lifestyle brand, with sections devoted to food, health and wellness, and home décor.

Ms. Reisman is now importing Indigo’s approach to the United States. Last year, Indigo opened its first American outpost, at a luxury mall in Millburn, N.J., and she eventually plans to open a cluster of Indigos in the Northeast. Indigo’s ascendance is all the more notable given the challenges that big bookstore chains have faced in the United States. Borders, which once had more than 650 locations, filed for bankruptcy in 2011. Barnes & Noble now operates 627 stores, down from 720 in 2010, and the company put itself up for sale last year. Lately, it has been opening smaller stores, including an 8,300-square-foot outlet in Fairfax County, Va.

“Cross-merchandising is Retail 101, and it’s hard to do in a typical bookstore,” said Peter Hildick-Smith, president of the Codex Group, which analyzes the book industry. “Indigo found a way to create an extra aura around the bookbuying experience, by creating a physical extension of what you’re reading about.”

The atmosphere is unabashedly intimate, cozy and feminine — an aesthetic choice that also makes commercial sense, given that women account for some 60 percent of book buyers. A section called “The Joy of the Table” stocks Indigobrand ceramics, glassware and acacia wood serving platters with the cookbooks. The home décor section has pillows and throws, woven baskets, vases and scented candles. There’s a subsection called “In Her Words,” which features idea-driven books and memoirs by women. An area labeled “A Room of Her Own” looks like a lushdressing room, with vegan leather purses, soft gray shawls, a velvet chair, scarves and journals alongside art, design and fashion books.

Books still account for just over 50 percent of Indigo’s sales and remain the central draw; the New Jersey store stocks around 55,000 titles. But they also serve another purpose: providing a window into consumers’ interests, hobbies, desires and anxieties, which makes it easier to develop and sell related products.

Publishing executives, who have watched with growing alarm as Barnes & Noble has struggled, have responded enthusiastically to Ms. Reisman’s strategy. “Heather pioneered and perfected the art of integrating books and nonbook products,” Markus Dohle, the chief executive of Penguin Random House, said in an email.

Ms. Reisman has made herself and her own tastes and interests central to the brand. The front of the New Jersey store features a section labeled “Heather’s Picks,” with a display table covered with dozens of titles. A sign identifies her as the chain’s “founder, C.E.O., Chief Booklover and the Heather in Heather’s Picks.” She appears regularly at author signings and store events, and has interviewed prominent authors like Malcolm Gladwell, James Comey, Sally Field, Bill Clinton and Nora Ephron.

When Ms. Reisman opened the first Indigo store in Burlington, Ontario, in 1997, she had already run her own consulting firm and later served as president of a soft drink and beverage company, Cott. Still, bookselling is an idiosyncratic industry, and many questioned whether Indigo could compete with Canada’s biggest bookseller, Chapters. Skepticism dissolved a few years later when Indigo merged with Chapters, inheriting its fleet of national stores. The company now has more than 200 outlets across Canada, including 89 “superstores.” Indigo opened its first revamped concept store in 2016.

The new approach has proved lucrative: In its 2017 fiscal year, the company’s revenue exceeded $1 billion Canadian for the first time. In its 2018 fiscal year, Indigo reported a revenue increase of nearly $60 million Canadian over the previous year, making it the most profitable year in the chain’s history.

The company’s dominance in Canada doesn’t guarantee it will thrive in the United States, where it has to compete not only with Amazon and Barnes & Noble, but with a resurgent wave of independent booksellers. After years of decline, independent stores have rebounded, with some 2,470 locations, up from 1,651 a decade ago, according to the American Booksellers Association. And Amazon has expanded into the physical retail market, with around 20 bookstores across the United States.

Ms. Reisman acknowledges that the company faces challenges as it expands southward. Still, she’s optimistic, and is already scouting locations for a second store near New York.

https://www.nytimes.com/2019/05/01

Entre 11 de fevereiro e 03 de junho de 2018, o Museu de Arte Moderna de Nova Iorque (MoMA) abrigou a primeira exposição nos Estados Unidos dedicada à pintora brasileira Tarsila do Amaral. Leia a apresentação de uma das pinturas expostas para responder às questões

The painting Sleep (1928) is a dreamlike representation of tropical landscape, with this major motif of her repetitive figure that disappears in the background.

This painting is an example of Tarsila’s venture into surrealism. Elements such as repetition, random association, and dreamlike figures are typical of surrealism that we can see as main elements of this composition. She was never a truly surrealist painter, but she was totally aware of surrealism’s legacy.

(www.moma.org. Adaptado.)

O texto seguinte servirá de base para responder à questão.

India's luxury airline Vistara flies into the sunset

Indian full-service carrier Vistara will operate its last flight on Monday, after nine years in existence.

A joint venture between Singapore Airlines and the Tata Sons, Vistara will merge with Tata-owned Air India to form a single entity with an expanded network and broader fleet.

This means that all Vistara operations will be transferred to and managed by Air India, including helpdesk kiosks and ticketing offices. The process of migrating passengers with existing Vistara bookings and loyalty programmes to Air India has been under way over 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