Questões de Concurso

Skin deep

    Dermatologists are good at spotting unusual bits of skin that might or might not be cancers. Testing whether they actually are, though, is quite literally a bloody pain. For a piece of skin to be identified as malignant or benign, it must be cut out and sent to a laboratory for examination under a microscope. But a team of researchers led by Rainer Leitgeb, a physicist at the Medical University of Vienna, hope to change that. As they describe in Biomedical Optics Express, Dr Leitgeb and his colleagues are exploring a technique called optical coherence tomography (OCT), which they think will allow skin cancer to be diagnosed in situ.
    OCT works by sending infra-red light into tissues and analysing what bounces back. The behaviour of the reflected rays provides information on the structures that they collided with. That, Dr Leitgeb hoped, could be used to generate a map of features just beneath the surface of the skin. Dr Leitgeb and his colleagues set up an experiment that let them test the system on a range of skin conditions, including a healthy human palm, allergy-induced eczema on the forearm, inflammation of the forehead, and two previously diagnosed cases of basal-cell carcinoma. They expected to see normal blood vessels in the healthy palm, increased perfusion caused by dilated and altered vessels in the eczema and the inflammation, and a chaotic jumble of vessels feeding the cancers.
    And that is exactly what they saw. Moreover, the images of the vessels supplying blood to the tumours were good enough to allow them to calculate blood-flow rates. That could also help treatment by allowing doctors to identify the times during their development when tumours are most vulnerable to starvation by having their blood supply cut off.

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

Based on the text above, judge the items from 16 to 20.

For questions 72 through 75, choose the best answer in accordance with Text 3

Text 3 Armenia : prisoner of history

ARMENIA tends to feature in the news because of its problems (history, geography, demography and economics to name but a few). But a new report says not all is doom and gloom. The parliamentary elections in May showed significant improvement. Media coverage was more balanced, and the authorities permitted greater freedom of assembly, expression and movement than in previous
years. That bodes well for the future.
The economy is still recovering from the global financial crisis, which saw GDP contract by 14.2% in 2009. In the same period, the construction sector contracted by more than 40%. Remittances from the diaspora dropped by 30%. That led Forbes magazine to label Armenia the world's second worst performing economy in 2011. Over one-third of the country lives below the poverty line. Complaints of corruption are widespread, and inflation is high.
Low rates of tax collection-19.3% of GDP, compared with a 40% average in EU countries–limit the government's reach. Cracking down on tax evasion could increase government revenue by over $400 million, says the World Bank. A few, high-profile businessmen dominate the economy. Their monopolies and oligopolies put a significant brake on business development. Their influence also weakens political will for the kind of reforms that the country sorely needs.

[From The Economist print edition June 24, 012]

Judge the following items according to the text above.

Atenção: As questões de números 57 a 60 referem-se ao texto abaixo.

    The literature is full of testimonials for data warehousing. There is almost nothing about the arguments [PREPOSITION] data warehousing. In this paper I attempt to slightly fill that void by shedding light on business and cultural factors that greatly lessen the value of data warehousing for certain organizations. By the way, when I refer to data warehousing, I refer to both centralized data warehousing systems and data marts.
    Some of the reasons data warehousing efforts may not be appropriate for certain organizations are:

Data warehousing systems, for the most part, store historical data that have been generated in internal transaction processing systems. This is a small part of the universe of data available to manage a business. Sometimes this part has limited value.

    That is, sometimes the business end user community does not have a strong interest in old transaction processing system data beyond what are available in basic reports generated in transaction processing systems. This lack of interest often stems from the fact that the markets in which a business competes are in great flux or that the internal structure of the organization is in perpetual transition. If these conditions exist, there may not be a solid historical base to compare current performance with. Also, sometimes there is a lack of interest in looking at this data in any in-depth way because a business is so simple that a data warehouse is overkill.

Data warehousing systems can complicate business processes significantly.

    [CONJUNCTION] the interest in business process reengineering seems to have waned, some of the appreciation of how complicated processes can slowly strangle a business has remained. Data warehousing, if unchecked, can foster the "institutionalization" of easily created reports whose reason for being quickly is forgotten while people still toil to process these reports. If your organization does not know how to throw out processes (pardon my calling producing, distributing, and reading a report a "process"), data warehousing can quickly add clutter to the business environment.

[TEXT]

    Despite the speed of the data warehousing development effort, it takes time for an organization to figure how it can change its business practices to get a substantial return on its data warehousing investment. I speculate that rigorous analysis of the return on most of the major data warehousing implementers' investments would find a much longer average payback period that you would surmise from reading the trade press.

Atenção: As questões de números 53 a 56 referem-se ao texto abaixo.

    Managing government has never been more challenging. Public sector leaders face increasing expectations from citizens, businesses, elected officials, and employees. Pressed to provide services and information more quickly and cost effectively than [ADVERB], they are often saddled with legacy information systems that fail to leverage current technology or provide an enterprise-wide view of government.
    To meet these challenges, Oracle introduces Oracle iGovernment, a platform for innovative, integrated, and intelligent operations that lets you tear down silos and link frontand back-office operations while reducing costs and increasing responsiveness. With Oracle iGovernment you can modernize your IT infrastructure, increase efficiency and transparency, and improve service delivery.
    Oracle is the world's largest business software company, with more than 345,000 customers. And only Oracle delivers a complete platform of database, middleware, and applications—all based on open standards—to transform your organization.
    Oracle has reinforced and extended its public sector offerings with the acquisition of Sun, the leading provider of open-standards based Solaris and Linux platforms, architect of the award-winning SPARC processor family, and a key founding member of the Java community. Oracle's Sun solutions for the public sector provide a comprehensive set of capabilities for mainframe rehosting and migration and enterprise consolidation, enhancing our complete, open, and integrated solutions that support Oracle's iGovernment vision. Sun's advanced systems, storage, and services are designed to give you the value you expect, the quality you need, and the expertise you require to fully modernize your IT infrastructure.