Questões de Concursos Inglês

Working for on demand startups like Uber and TaskRabbit is supposed to offer flexible hours and higher wages, but many workers have found the pay lower and the hours less flexible than they expected. Even more surprising: 8 percent of those chauffeuring passengers and 16 percent of those making deliveries said they lack personal autoinsurance.

Those are among the findings from a survey about the work life of independent contractors for on-demand startups, a booming sector of the tech industry, being released Wednesday.

"We want to shed light on the industry as a whole," said Isaac Madan, a Stanford master s candidate in bioinformatics who worked with two other Stanford students and a recent alumnus on the survey of 1,330 workers. "People need to understand how this space will change and evolve and help the economy."

On-demand, often called the sharing economy, refers to companies that let users summon workers via smartphone apps to handle all manner of services: rides, cleaning, chores, deliveries, car parking, waiting in lines. Almost uniformly, those workers are independent contractors rather than salaried employees.

That status is the main point of contention in a recent rash of lawsuits in which workers are filing for employee status. While the survey did not directly ask

contractors if they would prefer to be employees, it found that their top workplace desires were to have paid health insurance, retirement benefits and paid time off for holidays, vacation and sick days - all perks of full time workers. Respondents also expressed interest in having more chances for advancement, education sponsorship, disability insurance and human relations support. Because respondents were recruited rather than randomly selected, the survey does not claim to be representational but a conclusion one may come to is that flexibility ofnew jobs comes with a cost. Not all workers are prepared for that!

SFChronicle.com and SFGate.com, May 20, 2015. Adaptado

                       Domestic violence victims denied justice: state of Roraima fails to investigate, prosecute abusers

      June 21, 2017
      The authorities in the Brazilian state of Roraima are failing to investigate or prosecute domestic violence cases, leaving women at further risk of abuse, Human Rights Watch said in a report released today. The serious problems in Roraima, the state with the highest rate of killings of women in Brazil, reflect nationwide failures to provide victims of domestic violence with access to justice and protection.
      Killings of women rose 139 percent from 2010 to 2015 in Roraima, reaching 11.4 homicides per 100,000 women that year, the latest for which there is data available. The national average is 4.4 killings per 100,000 women—already one of the highest in the world. Studies in Brazil and worldwide estimate that a large percentage of women who suffer violent deaths are killed by partners or former partners.
      Only a quarter of women who suffer violence in Brazil report it, according to a February 2017 survey that does not provide state-by-state data. Human Rights Watch found in Roraima that when women do call police they face considerable barriers to having their cases heard. Military police told Human Rights Watch that, for lack of personnel, they do not respond to all emergency calls from women who say they are experiencing domestic violence. Other women are turned away at police stations. Some civil police officers in Boa Vista, the state´s capital, decline to register domestic violence complaints or to request protection orders. Instead, they direct victims to the single “women’s police station” in the state – which specializes in crimes against women – even at times when that station is closed. Even when police receive their complaints, women must tell their story of abuse, including sexual abuse, in open reception areas, as there are no private rooms to take statements in any police station in the state.
      Not a single civil police officer in Roraima receives training in how to handle domestic violence cases. Some police officers, when receiving women seeking protection orders, take statements so carelessly that judges lack the basic information they need to decide whether to issue the order. Civil police are unable to keep up with the volume of complaints they do receive. In Boa Vista, the police have failed to do investigative work on a backlog of 8,400 domestic violence complaints.

(Human Rights Watch. www.hrw.org/news/2017/06/21/ brazil-domestic-violence-victims-denied-justice. Adaptado)

Read the text below to answer question.

Self-repairing software tackles malware

     University of Utah computer scientists have developed software that not only detects and eradicates never-before-seen viruses and other malware, but also automatically repairs damage caused by them. The software then prevents the invader from ever infecting the computer
again.
     A3 is a software suite that works with a virtual machine - a virtual computer that emulates the operations of a computer without dedicated hardware. The A3 software is designed to watch over the virtual machines operating system and applications, says Eric Eide, University of Utah research assistant professor of computer science leading the university s A3 team with U computer science associate professor John Regehr. A3 is designed to protect servers or similar business-grade computers that run on the Linux operating system. It also has been demonstrated to protect military applications.
     The new software called A3, or Advanced Adaptive Applications, was co-developed by Massachusetts-based defense contractor, Raytheon BBN. The four-year project was completed in late September.
     There are no plans to adapt A3 for home computers or laptops, but Eide says this could be possible in the future.
     "A3 technologies could find their way into consumer products someday, which would help consumer devices protect themselves against fast-spreading malware or internal corruption of software components. But we havent tried those experiments yet," he says.
     Unlike a normal virus scanner on consumer PCs that compares a catalog of known viruses to something that has infected the computer, A3 can detect new, unknown viruses or malware automatically by sensing that something is occurring in the computer s operation that is not correct. It then can stop the virus, approximate a repair for the damaged software code, and then learn to never let that bug enter the machine gain.
     While the military has an interest in A3 to enhance cybersecurity for its mission-critical systems, A3 also potentially could be used in the consumer space, such as in web services like Amazon. If a virus or attack stops the service, A3 could repair it in minutes without having to take the servers down.

Source: http://www.sciencedaily.com

 Generation Y
By Sally Kane, About.com Guide

Born in the mid-1980"s and later, Generation Y legal professionals are in their 20s and are just entering the workforce. With numbers estimated as high as 70 million, Generation Y (also -1- as the Millennials) is the fastest growing segment of today"s workforce. As law firms compete for available talent, employers cannot ignore the needs, desires and attitudes of this vast generation. Below are a few common traits that define Generation Y.

Tech-Savvy: Generation Y grew up with technology and rely on it to perform their jobs better. Armed with BlackBerrys, laptops, cellphones and other gadgets, Generation Y is plugged-in 24 hours a day, 7 days a week. This generation prefers to communicate through e-mail and text messaging rather than face-to-face contact and -2- webinars and online technology to traditional lecture-based presentations.

Family-Centric: The fast-track has lost much of its appeal for Generation Y who is willing to trade high pay for fewer billable hours, flexible schedules and a better work/life balance. While older generations may view this attitude as narcissistic or lacking commitment, discipline and drive, Generation Y legal professionals have a different vision of workplace expectations and prioritize family over work.

Achievement-Oriented: Nurtured and pampered -3- parents who did not want to make the mistakes of the previous generation, Generation Y is confident, ambitious and achievement-oriented. They have high expectations of their employers, seek out new challenges and are not afraid to question authority. Generation Y wants meaningful work and a solid learning curve

Team-Oriented: As children, Generation Y participated in team sports, play groups and other group activities. They value teamwork and seek the input and affirmation of others. Part of a no-person-left-behind generation, Generation Y is loyal, committed and wants to be included and involved.

Attention-Craving: Generation Y craves attention in the forms of feedback and guidance. They appreciate being kept in the loop and seek frequent praise and reassurance. Generation Y may benefit greatly from mentors who can help guide and develop their young careers.

Font: http://legalcareers.about.com/od/practicetips/a/Ge...

    Recent corporate s, such as EBS International and Société Générale, have brought about renewed scrutiny into corporate governance mechanisms. Given the pervasiveness of Information Technology (IT) in many organizations, the examination of corporate governance mechanisms also includes IT governance mechanisms. IT governance is defined as “a structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise’s goals by adding value while balancing risk versus return over IT and its processes”.
    In light of increased public awareness, professional bodies such as the Information Systems Audit and Control Association (ISACA) have undertaken a number of steps to provide guidance in the implementation of effective IT governance. The approach taken by ISACA appears to be largely based upon two concepts. The first concept relates to increasing the awareness of issues and concepts relating to IT governance in the public domain. The second concept involves the provision of guidelines and the identification of best-practice IT governance mechanisms. Interestingly, the effectiveness of these best-practice mechanisms in improving IT governance is largely based upon conceptual arguments. As such, it becomes important to ascertain if these best-practice mechanisms do impact upon the level of IT governance.
    As IT escalates in terms of importance and pervasiveness in the operations of firms, it is inexorably tied to specific mechanisms that are prescribed for good corporate governance, most notably, a sound system of internal controls. Accordingly, effective IT governance is a critical underpinning for a system of good corporate governance that minimizes agency losses for a firm.

Internet: < http://onlinelibrary.wiley.com > (adapted).

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