Questões de Inglês

President Obama to Sleepy Air Controllers:

‘Better Do Your Job’

Lisa Stark and Andrew Springer



President Obama lectured air traffic controllers
in an exclusive interview with ABC News, impressing
on them the enormous responsibility of safeguarding
flying passengers and telling them, “You better do
your job.”

The president spoke after several controllers
were caught asleep on the job and the man in charge
of air traffic control, Hank Krakowski, resigned on
Thursday.
“The individuals who are falling asleep on the job,
that’s unacceptable,” the president told ABC News’
George Stephanopoulos in an exclusive interview
on Thursday. “The fact is, when you’re responsible
for the lives and safety of people up in the air, you
better do your job. So, there’s an element of individual
responsibility that has to be dealt with.”

Five controllers have been suspended for
apparently napping on the job while planes were
trying to land at their airports.
The president said a full review of air traffic
control work shifts is under way.

“What we also have to look at is air traffic control
systems. Do we have enough back up? Do we have
enough people? Are they getting enough rest time?”
Obama said.

He added, however, “But it starts with individual
responsibility.”

In March, two commercial airliners were forced
to land unassisted at Washington, D.C.’s Reagan
National Airport after a controller apparently fell
asleep.

Just days later, two controllers at the Preston
Smith International Airport in Lubbock, Texas, did
not hand off control of a departing aircraft to another
control center and it took repeated attempts for them
to be reached.

On Feb. 19, an air traffic controller in Knoxville,
Tenn., slept during an overnight shift. Sources told
ABC News that the worker even took pillows and
cushions from a break room to build a make-shift bed
on the control room floor.

And this month, there were two more incidents.
A controller fell asleep on the job in Seattle, and
days later a controller in Reno was snoozing when a
plane carrying a critically ill passenger was seeking
permission to land.

The FAA and the controller’s union have been
studying the fatigue issue for over a year and their
report finds that “acute fatigue occurs on a daily basis,”
and “fatigue can occur at any time, on any shift.”

Sleep experts suggest midshift naps

Some sleep experts said controllers are ripe for
fatigue because they often bounce between day shifts
and night shifts. “When we’re constantly having to
adjust to different work schedules, our body is always
playing catch up,” said Philip Gehrman, Director of
the Behavioral Sleep Program at the University of
Pennsylvania.

Controllers on the night shift have another hurdle:
they often work in dim light conditions with little
stimulation between radio calls. “That’s exactly the
kind of type of task that’s hardest to maintain, when
you’re at the wrong point in your biological rhythms,”
said Gehrman.
One recommendation from the government study
suggests allowing controllers to take scheduled naps,
with breaks as long as two and a half hours to allow
for sleeping and waking up.

Sleep experts said a long break in the middle of
an eight hour overnight shift would help, but it might
be a tough sell politically. It has taken decades to try
to come up with new fatigue rules for pilots and it may
not be any easier when it comes to controllers.

Available at: . Retrieved on: July 25, 2012.



The fragment of Text "but it might be a tough sell politically." (lines 70-71) implies that it would be

a) easy to sell the idea that air traffic controllers need political representatives.
b) hard to convince air traffic management that controllers need long breaks during their working shifts.
c) fair to blame the working conditions of air traffic controllers on politicians who defend new job legislation.
d) possible to persuade politicians to take longer intervals between working shifts.
e) difficult to argument that sleep experts understand the reasons for sleep disorders of air traffic controllers.

A resposta correta é:

Performance and accountability:
Making government work



Governments have always been keen to achieve
results, but calls to improve public sector performance
in OECD countries have become particularly loud and
insistent over the last couple of decades.
Reasons include increasing claims on public
expenditure, particularly pensions, healthcare and
education, expectations of higher quality public
services in line with rising living standards and, in many
cases, reluctance on the part of citizens to pay ever
higher taxes. Government also has to be more
competitive in the face of other potential suppliers in
areas like transport, communications and energy. It
must show it can do the job it sets out to do.

That is why governments across the OECD have
responded by setting goals and shifting the emphasis of
government management and budgeting away from how
much money to spend towards what is actually being
achieved. New Zealand was among the first to adopt this
results-oriented budgeting and management approach in
the late 1980s, and was followed in the 1990s by Canada,
Denmark, Finland, the Netherlands, Sweden, the UK and
the US. Later, Austria, Germany and Switzerland launched
similar moves, and Turkey has recently begun a pilot
phase of this process.
At the same time, these developments have
pushed governments to modernise their accountability
and control procedures. In particular, over the last 15
years or so, OECD governments have been engaged in
reviewing and reforming the ways in which they keep
control over large and complex operations in public
services and how those responsible are held to
account. Technological innovation and changes in the
size and structure of government, in part reflecting
privatisation and decentralisation, are also playing an
important role in fostering these developments.

But these initiatives have by no means run their
course, and their widespread implementation gives rise
to some fundamental questions. What is meant by
performance in the public service context, and how can
it best be measured? Should a service be judged by,
say, its accessibility or its financial cost, and who should
do the judging? How can moves to increase the
managerial responsibilities and decision-making
powers of public servants be reconciled with
democratic control and effective auditing procedures?

It is clearly not enough to argue that a reform
works because it is based on sound research, or on an
accepted procedure, or indeed that the government
spent billions on its implementation. The main
challenge is how to make reforms achieve their goal.

This is the basic idea underlying performance-oriented
budgeting and management: to shift the emphasis
away from controlling inputs and towards achieving
results. However, OECD countries are at different
stages in this process and approaches to
implementation vary.
Note: The Organisation for Economic Cooperation
and Development ( OECD ) is celebrating its
50th anniversary, but its roots go back to the rubble of
Europe after World War II. Determined to avoid the
mistakes of their predecessors in the wake of World
War I, European leaders realised that the best way to
ensure lasting peace was to encourage co]operation
and reconstruction, rather than punish the defeated.

(adapted from http://www.oecd.org)




When the text informs that governments have been focusing on "their accountability" (line 26), this means they have had to

a) improve their accountants" level of education.
b) spend less money on technological support.
c) admit quite a few new civil servants.
d) be prepared to justify their deeds.
e) implement a new economic system.

A resposta correta é:

Performance and accountability:
Making government work



Governments have always been keen to achieve
results, but calls to improve public sector performance
in OECD countries have become particularly loud and
insistent over the last couple of decades.
Reasons include increasing claims on public
expenditure, particularly pensions, healthcare and
education, expectations of higher quality public
services in line with rising living standards and, in many
cases, reluctance on the part of citizens to pay ever
higher taxes. Government also has to be more
competitive in the face of other potential suppliers in
areas like transport, communications and energy. It
must show it can do the job it sets out to do.

That is why governments across the OECD have
responded by setting goals and shifting the emphasis of
government management and budgeting away from how
much money to spend towards what is actually being
achieved. New Zealand was among the first to adopt this
results-oriented budgeting and management approach in
the late 1980s, and was followed in the 1990s by Canada,
Denmark, Finland, the Netherlands, Sweden, the UK and
the US. Later, Austria, Germany and Switzerland launched
similar moves, and Turkey has recently begun a pilot
phase of this process.
At the same time, these developments have
pushed governments to modernise their accountability
and control procedures. In particular, over the last 15
years or so, OECD governments have been engaged in
reviewing and reforming the ways in which they keep
control over large and complex operations in public
services and how those responsible are held to
account. Technological innovation and changes in the
size and structure of government, in part reflecting
privatisation and decentralisation, are also playing an
important role in fostering these developments.

But these initiatives have by no means run their
course, and their widespread implementation gives rise
to some fundamental questions. What is meant by
performance in the public service context, and how can
it best be measured? Should a service be judged by,
say, its accessibility or its financial cost, and who should
do the judging? How can moves to increase the
managerial responsibilities and decision-making
powers of public servants be reconciled with
democratic control and effective auditing procedures?

It is clearly not enough to argue that a reform
works because it is based on sound research, or on an
accepted procedure, or indeed that the government
spent billions on its implementation. The main
challenge is how to make reforms achieve their goal.

This is the basic idea underlying performance-oriented
budgeting and management: to shift the emphasis
away from controlling inputs and towards achieving
results. However, OECD countries are at different
stages in this process and approaches to
implementation vary.
Note: The Organisation for Economic Cooperation
and Development ( OECD ) is celebrating its
50th anniversary, but its roots go back to the rubble of
Europe after World War II. Determined to avoid the
mistakes of their predecessors in the wake of World
War I, European leaders realised that the best way to
ensure lasting peace was to encourage co]operation
and reconstruction, rather than punish the defeated.

(adapted from http://www.oecd.org)




The word that has the same meaning as "fostering" in "fostering these developments" (line 35) is

a) promoting.
b) evaluating.
c) arresting.
d) awaiting.
e) witnessing.

A resposta correta é:

Performance and accountability:
Making government work



Governments have always been keen to achieve
results, but calls to improve public sector performance
in OECD countries have become particularly loud and
insistent over the last couple of decades.
Reasons include increasing claims on public
expenditure, particularly pensions, healthcare and
education, expectations of higher quality public
services in line with rising living standards and, in many
cases, reluctance on the part of citizens to pay ever
higher taxes. Government also has to be more
competitive in the face of other potential suppliers in
areas like transport, communications and energy. It
must show it can do the job it sets out to do.

That is why governments across the OECD have
responded by setting goals and shifting the emphasis of
government management and budgeting away from how
much money to spend towards what is actually being
achieved. New Zealand was among the first to adopt this
results-oriented budgeting and management approach in
the late 1980s, and was followed in the 1990s by Canada,
Denmark, Finland, the Netherlands, Sweden, the UK and
the US. Later, Austria, Germany and Switzerland launched
similar moves, and Turkey has recently begun a pilot
phase of this process.
At the same time, these developments have
pushed governments to modernise their accountability
and control procedures. In particular, over the last 15
years or so, OECD governments have been engaged in
reviewing and reforming the ways in which they keep
control over large and complex operations in public
services and how those responsible are held to
account. Technological innovation and changes in the
size and structure of government, in part reflecting
privatisation and decentralisation, are also playing an
important role in fostering these developments.

But these initiatives have by no means run their
course, and their widespread implementation gives rise
to some fundamental questions. What is meant by
performance in the public service context, and how can
it best be measured? Should a service be judged by,
say, its accessibility or its financial cost, and who should
do the judging? How can moves to increase the
managerial responsibilities and decision-making
powers of public servants be reconciled with
democratic control and effective auditing procedures?

It is clearly not enough to argue that a reform
works because it is based on sound research, or on an
accepted procedure, or indeed that the government
spent billions on its implementation. The main
challenge is how to make reforms achieve their goal.

This is the basic idea underlying performance-oriented
budgeting and management: to shift the emphasis
away from controlling inputs and towards achieving
results. However, OECD countries are at different
stages in this process and approaches to
implementation vary.
Note: The Organisation for Economic Cooperation
and Development ( OECD ) is celebrating its
50th anniversary, but its roots go back to the rubble of
Europe after World War II. Determined to avoid the
mistakes of their predecessors in the wake of World
War I, European leaders realised that the best way to
ensure lasting peace was to encourage co]operation
and reconstruction, rather than punish the defeated.

(adapted from http://www.oecd.org)




In the fifth paragraph, it becomes clear that

a) a good public sector will ensure democracy.
b) research will definitely guarantee success.
c) governments are ready to carry out reform.
d) all the problems have been dealt with.
e) there are still some issues at stake.

A resposta correta é:

President Obama to Sleepy Air Controllers:

‘Better Do Your Job’

Lisa Stark and Andrew Springer



President Obama lectured air traffic controllers
in an exclusive interview with ABC News, impressing
on them the enormous responsibility of safeguarding
flying passengers and telling them, “You better do
your job.”

The president spoke after several controllers
were caught asleep on the job and the man in charge
of air traffic control, Hank Krakowski, resigned on
Thursday.
“The individuals who are falling asleep on the job,
that’s unacceptable,” the president told ABC News’
George Stephanopoulos in an exclusive interview
on Thursday. “The fact is, when you’re responsible
for the lives and safety of people up in the air, you
better do your job. So, there’s an element of individual
responsibility that has to be dealt with.”

Five controllers have been suspended for
apparently napping on the job while planes were
trying to land at their airports.
The president said a full review of air traffic
control work shifts is under way.

“What we also have to look at is air traffic control
systems. Do we have enough back up? Do we have
enough people? Are they getting enough rest time?”
Obama said.

He added, however, “But it starts with individual
responsibility.”

In March, two commercial airliners were forced
to land unassisted at Washington, D.C.’s Reagan
National Airport after a controller apparently fell
asleep.

Just days later, two controllers at the Preston
Smith International Airport in Lubbock, Texas, did
not hand off control of a departing aircraft to another
control center and it took repeated attempts for them
to be reached.

On Feb. 19, an air traffic controller in Knoxville,
Tenn., slept during an overnight shift. Sources told
ABC News that the worker even took pillows and
cushions from a break room to build a make-shift bed
on the control room floor.

And this month, there were two more incidents.
A controller fell asleep on the job in Seattle, and
days later a controller in Reno was snoozing when a
plane carrying a critically ill passenger was seeking
permission to land.

The FAA and the controller’s union have been
studying the fatigue issue for over a year and their
report finds that “acute fatigue occurs on a daily basis,”
and “fatigue can occur at any time, on any shift.”

Sleep experts suggest midshift naps

Some sleep experts said controllers are ripe for
fatigue because they often bounce between day shifts
and night shifts. “When we’re constantly having to
adjust to different work schedules, our body is always
playing catch up,” said Philip Gehrman, Director of
the Behavioral Sleep Program at the University of
Pennsylvania.

Controllers on the night shift have another hurdle:
they often work in dim light conditions with little
stimulation between radio calls. “That’s exactly the
kind of type of task that’s hardest to maintain, when
you’re at the wrong point in your biological rhythms,”
said Gehrman.
One recommendation from the government study
suggests allowing controllers to take scheduled naps,
with breaks as long as two and a half hours to allow
for sleeping and waking up.

Sleep experts said a long break in the middle of
an eight hour overnight shift would help, but it might
be a tough sell politically. It has taken decades to try
to come up with new fatigue rules for pilots and it may
not be any easier when it comes to controllers.

Available at: . Retrieved on: July 25, 2012.



In Text, according to Philip Gerhman,

a) air traffic controllers are frequently changing shifts and such irregular routine disrupts their biological rhythm.
b) air traffic controllers are generally fatigued because they arrive home late and want to catch up with family news.
c) regular sleep periods at the same time on all days of the week are mandatory.
d) adjusting to varied working hours is like playing a game to catch up on leisure time.
e) dark rooms and monotonous working routines can significantly alter our internal clocks.

A resposta correta é:

Performance and accountability:
Making government work



Governments have always been keen to achieve
results, but calls to improve public sector performance
in OECD countries have become particularly loud and
insistent over the last couple of decades.
Reasons include increasing claims on public
expenditure, particularly pensions, healthcare and
education, expectations of higher quality public
services in line with rising living standards and, in many
cases, reluctance on the part of citizens to pay ever
higher taxes. Government also has to be more
competitive in the face of other potential suppliers in
areas like transport, communications and energy. It
must show it can do the job it sets out to do.

That is why governments across the OECD have
responded by setting goals and shifting the emphasis of
government management and budgeting away from how
much money to spend towards what is actually being
achieved. New Zealand was among the first to adopt this
results-oriented budgeting and management approach in
the late 1980s, and was followed in the 1990s by Canada,
Denmark, Finland, the Netherlands, Sweden, the UK and
the US. Later, Austria, Germany and Switzerland launched
similar moves, and Turkey has recently begun a pilot
phase of this process.
At the same time, these developments have
pushed governments to modernise their accountability
and control procedures. In particular, over the last 15
years or so, OECD governments have been engaged in
reviewing and reforming the ways in which they keep
control over large and complex operations in public
services and how those responsible are held to
account. Technological innovation and changes in the
size and structure of government, in part reflecting
privatisation and decentralisation, are also playing an
important role in fostering these developments.

But these initiatives have by no means run their
course, and their widespread implementation gives rise
to some fundamental questions. What is meant by
performance in the public service context, and how can
it best be measured? Should a service be judged by,
say, its accessibility or its financial cost, and who should
do the judging? How can moves to increase the
managerial responsibilities and decision-making
powers of public servants be reconciled with
democratic control and effective auditing procedures?

It is clearly not enough to argue that a reform
works because it is based on sound research, or on an
accepted procedure, or indeed that the government
spent billions on its implementation. The main
challenge is how to make reforms achieve their goal.

This is the basic idea underlying performance-oriented
budgeting and management: to shift the emphasis
away from controlling inputs and towards achieving
results. However, OECD countries are at different
stages in this process and approaches to
implementation vary.
Note: The Organisation for Economic Cooperation
and Development ( OECD ) is celebrating its
50th anniversary, but its roots go back to the rubble of
Europe after World War II. Determined to avoid the
mistakes of their predecessors in the wake of World
War I, European leaders realised that the best way to
ensure lasting peace was to encourage co]operation
and reconstruction, rather than punish the defeated.

(adapted from http://www.oecd.org)




The fact that "OECD countries are at different stages in this process" (lines 54 and 55) is a matter of

a) weight.
b) timing.
c) control.
d) location.
e) size.

A resposta correta é:

Performance and accountability:
Making government work



Governments have always been keen to achieve
results, but calls to improve public sector performance
in OECD countries have become particularly loud and
insistent over the last couple of decades.
Reasons include increasing claims on public
expenditure, particularly pensions, healthcare and
education, expectations of higher quality public
services in line with rising living standards and, in many
cases, reluctance on the part of citizens to pay ever
higher taxes. Government also has to be more
competitive in the face of other potential suppliers in
areas like transport, communications and energy. It
must show it can do the job it sets out to do.

That is why governments across the OECD have
responded by setting goals and shifting the emphasis of
government management and budgeting away from how
much money to spend towards what is actually being
achieved. New Zealand was among the first to adopt this
results-oriented budgeting and management approach in
the late 1980s, and was followed in the 1990s by Canada,
Denmark, Finland, the Netherlands, Sweden, the UK and
the US. Later, Austria, Germany and Switzerland launched
similar moves, and Turkey has recently begun a pilot
phase of this process.
At the same time, these developments have
pushed governments to modernise their accountability
and control procedures. In particular, over the last 15
years or so, OECD governments have been engaged in
reviewing and reforming the ways in which they keep
control over large and complex operations in public
services and how those responsible are held to
account. Technological innovation and changes in the
size and structure of government, in part reflecting
privatisation and decentralisation, are also playing an
important role in fostering these developments.

But these initiatives have by no means run their
course, and their widespread implementation gives rise
to some fundamental questions. What is meant by
performance in the public service context, and how can
it best be measured? Should a service be judged by,
say, its accessibility or its financial cost, and who should
do the judging? How can moves to increase the
managerial responsibilities and decision-making
powers of public servants be reconciled with
democratic control and effective auditing procedures?

It is clearly not enough to argue that a reform
works because it is based on sound research, or on an
accepted procedure, or indeed that the government
spent billions on its implementation. The main
challenge is how to make reforms achieve their goal.

This is the basic idea underlying performance-oriented
budgeting and management: to shift the emphasis
away from controlling inputs and towards achieving
results. However, OECD countries are at different
stages in this process and approaches to
implementation vary.
Note: The Organisation for Economic Cooperation
and Development ( OECD ) is celebrating its
50th anniversary, but its roots go back to the rubble of
Europe after World War II. Determined to avoid the
mistakes of their predecessors in the wake of World
War I, European leaders realised that the best way to
ensure lasting peace was to encourage co]operation
and reconstruction, rather than punish the defeated.

(adapted from http://www.oecd.org)





However in "However, OECD countries are at different stages" (lines 54 and 55) has the same meaning as

a) Moreover.
b) Indeed.
c) So.
d) As.
e) But.

A resposta correta é:

President Obama to Sleepy Air Controllers:

‘Better Do Your Job’

Lisa Stark and Andrew Springer



President Obama lectured air traffic controllers
in an exclusive interview with ABC News, impressing
on them the enormous responsibility of safeguarding
flying passengers and telling them, “You better do
your job.”

The president spoke after several controllers
were caught asleep on the job and the man in charge
of air traffic control, Hank Krakowski, resigned on
Thursday.
“The individuals who are falling asleep on the job,
that’s unacceptable,” the president told ABC News’
George Stephanopoulos in an exclusive interview
on Thursday. “The fact is, when you’re responsible
for the lives and safety of people up in the air, you
better do your job. So, there’s an element of individual
responsibility that has to be dealt with.”

Five controllers have been suspended for
apparently napping on the job while planes were
trying to land at their airports.
The president said a full review of air traffic
control work shifts is under way.

“What we also have to look at is air traffic control
systems. Do we have enough back up? Do we have
enough people? Are they getting enough rest time?”
Obama said.

He added, however, “But it starts with individual
responsibility.”

In March, two commercial airliners were forced
to land unassisted at Washington, D.C.’s Reagan
National Airport after a controller apparently fell
asleep.

Just days later, two controllers at the Preston
Smith International Airport in Lubbock, Texas, did
not hand off control of a departing aircraft to another
control center and it took repeated attempts for them
to be reached.

On Feb. 19, an air traffic controller in Knoxville,
Tenn., slept during an overnight shift. Sources told
ABC News that the worker even took pillows and
cushions from a break room to build a make-shift bed
on the control room floor.

And this month, there were two more incidents.
A controller fell asleep on the job in Seattle, and
days later a controller in Reno was snoozing when a
plane carrying a critically ill passenger was seeking
permission to land.

The FAA and the controller’s union have been
studying the fatigue issue for over a year and their
report finds that “acute fatigue occurs on a daily basis,”
and “fatigue can occur at any time, on any shift.”

Sleep experts suggest midshift naps

Some sleep experts said controllers are ripe for
fatigue because they often bounce between day shifts
and night shifts. “When we’re constantly having to
adjust to different work schedules, our body is always
playing catch up,” said Philip Gehrman, Director of
the Behavioral Sleep Program at the University of
Pennsylvania.

Controllers on the night shift have another hurdle:
they often work in dim light conditions with little
stimulation between radio calls. “That’s exactly the
kind of type of task that’s hardest to maintain, when
you’re at the wrong point in your biological rhythms,”
said Gehrman.
One recommendation from the government study
suggests allowing controllers to take scheduled naps,
with breaks as long as two and a half hours to allow
for sleeping and waking up.

Sleep experts said a long break in the middle of
an eight hour overnight shift would help, but it might
be a tough sell politically. It has taken decades to try
to come up with new fatigue rules for pilots and it may
not be any easier when it comes to controllers.

Available at: . Retrieved on: July 25, 2012.



In the fragment of Text: ""So, there"s an element of individual responsibility that has to be dealt with."" (lines 15-16), the expression has to expresses an idea of

a) ability
b) capacity
c) obligation
d) permission
e) possibility

A resposta correta é:

President Obama to Sleepy Air Controllers:

‘Better Do Your Job’

Lisa Stark and Andrew Springer



President Obama lectured air traffic controllers
in an exclusive interview with ABC News, impressing
on them the enormous responsibility of safeguarding
flying passengers and telling them, “You better do
your job.”

The president spoke after several controllers
were caught asleep on the job and the man in charge
of air traffic control, Hank Krakowski, resigned on
Thursday.
“The individuals who are falling asleep on the job,
that’s unacceptable,” the president told ABC News’
George Stephanopoulos in an exclusive interview
on Thursday. “The fact is, when you’re responsible
for the lives and safety of people up in the air, you
better do your job. So, there’s an element of individual
responsibility that has to be dealt with.”

Five controllers have been suspended for
apparently napping on the job while planes were
trying to land at their airports.
The president said a full review of air traffic
control work shifts is under way.

“What we also have to look at is air traffic control
systems. Do we have enough back up? Do we have
enough people? Are they getting enough rest time?”
Obama said.

He added, however, “But it starts with individual
responsibility.”

In March, two commercial airliners were forced
to land unassisted at Washington, D.C.’s Reagan
National Airport after a controller apparently fell
asleep.

Just days later, two controllers at the Preston
Smith International Airport in Lubbock, Texas, did
not hand off control of a departing aircraft to another
control center and it took repeated attempts for them
to be reached.

On Feb. 19, an air traffic controller in Knoxville,
Tenn., slept during an overnight shift. Sources told
ABC News that the worker even took pillows and
cushions from a break room to build a make-shift bed
on the control room floor.

And this month, there were two more incidents.
A controller fell asleep on the job in Seattle, and
days later a controller in Reno was snoozing when a
plane carrying a critically ill passenger was seeking
permission to land.

The FAA and the controller’s union have been
studying the fatigue issue for over a year and their
report finds that “acute fatigue occurs on a daily basis,”
and “fatigue can occur at any time, on any shift.”

Sleep experts suggest midshift naps

Some sleep experts said controllers are ripe for
fatigue because they often bounce between day shifts
and night shifts. “When we’re constantly having to
adjust to different work schedules, our body is always
playing catch up,” said Philip Gehrman, Director of
the Behavioral Sleep Program at the University of
Pennsylvania.

Controllers on the night shift have another hurdle:
they often work in dim light conditions with little
stimulation between radio calls. “That’s exactly the
kind of type of task that’s hardest to maintain, when
you’re at the wrong point in your biological rhythms,”
said Gehrman.
One recommendation from the government study
suggests allowing controllers to take scheduled naps,
with breaks as long as two and a half hours to allow
for sleeping and waking up.

Sleep experts said a long break in the middle of
an eight hour overnight shift would help, but it might
be a tough sell politically. It has taken decades to try
to come up with new fatigue rules for pilots and it may
not be any easier when it comes to controllers.

Available at: . Retrieved on: July 25, 2012.



Based on the meanings in Text,

a) "safeguarding" (line 3) and protecting are antonyms.
b) "resigned" (line 8) and reassumed express similar ideas.
c) "snoozing" (line 44) and napping are not equivalent in meaning.
d) "ripe" (line 52) and unprepared are synonyms.
e) "hurdle" (line 59) and barrier are synonyms.

A resposta correta é:

President Obama to Sleepy Air Controllers:

‘Better Do Your Job’

Lisa Stark and Andrew Springer



President Obama lectured air traffic controllers
in an exclusive interview with ABC News, impressing
on them the enormous responsibility of safeguarding
flying passengers and telling them, “You better do
your job.”

The president spoke after several controllers
were caught asleep on the job and the man in charge
of air traffic control, Hank Krakowski, resigned on
Thursday.
“The individuals who are falling asleep on the job,
that’s unacceptable,” the president told ABC News’
George Stephanopoulos in an exclusive interview
on Thursday. “The fact is, when you’re responsible
for the lives and safety of people up in the air, you
better do your job. So, there’s an element of individual
responsibility that has to be dealt with.”

Five controllers have been suspended for
apparently napping on the job while planes were
trying to land at their airports.
The president said a full review of air traffic
control work shifts is under way.

“What we also have to look at is air traffic control
systems. Do we have enough back up? Do we have
enough people? Are they getting enough rest time?”
Obama said.

He added, however, “But it starts with individual
responsibility.”

In March, two commercial airliners were forced
to land unassisted at Washington, D.C.’s Reagan
National Airport after a controller apparently fell
asleep.

Just days later, two controllers at the Preston
Smith International Airport in Lubbock, Texas, did
not hand off control of a departing aircraft to another
control center and it took repeated attempts for them
to be reached.

On Feb. 19, an air traffic controller in Knoxville,
Tenn., slept during an overnight shift. Sources told
ABC News that the worker even took pillows and
cushions from a break room to build a make-shift bed
on the control room floor.

And this month, there were two more incidents.
A controller fell asleep on the job in Seattle, and
days later a controller in Reno was snoozing when a
plane carrying a critically ill passenger was seeking
permission to land.

The FAA and the controller’s union have been
studying the fatigue issue for over a year and their
report finds that “acute fatigue occurs on a daily basis,”
and “fatigue can occur at any time, on any shift.”

Sleep experts suggest midshift naps

Some sleep experts said controllers are ripe for
fatigue because they often bounce between day shifts
and night shifts. “When we’re constantly having to
adjust to different work schedules, our body is always
playing catch up,” said Philip Gehrman, Director of
the Behavioral Sleep Program at the University of
Pennsylvania.

Controllers on the night shift have another hurdle:
they often work in dim light conditions with little
stimulation between radio calls. “That’s exactly the
kind of type of task that’s hardest to maintain, when
you’re at the wrong point in your biological rhythms,”
said Gehrman.
One recommendation from the government study
suggests allowing controllers to take scheduled naps,
with breaks as long as two and a half hours to allow
for sleeping and waking up.

Sleep experts said a long break in the middle of
an eight hour overnight shift would help, but it might
be a tough sell politically. It has taken decades to try
to come up with new fatigue rules for pilots and it may
not be any easier when it comes to controllers.

Available at: . Retrieved on: July 25, 2012.



President Obama"s warning to air traffic controllers ""You better do your job."" (lines 4-5, Text) can be rephrased as

a) You should work in better jobs.
b) You need to be present at your job.
c) You should work better and more often.
d) You had better work as expected of you.
e) It would be better if you worked more intensely.

A resposta correta é: