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  • 1 no further consequences

    Универсальный англо-русский словарь > no further consequences

  • 2 is of no further consequences

    Универсальный англо-русский словарь > is of no further consequences

  • 3 NFC

    3) Техника: no further consequences
    4) Сельское хозяйство: неструктурные/ ферментируемые углеводы ((Non-Fiber Carbohydrates also sometimes called Nonstructural Carbohydrates (NSC); includes all readily digested and fermentable carbohydrates)
    5) Шутливое выражение: No Future Club
    7) Грубое выражение: No Fat Chicks, No Fuckin Cash, No Fucking Class, No Fucking Clue
    8) Сокращение: National Football Conference
    9) Вычислительная техника: National (US) Football Conference, коммуникация ближнего поля (http://ru.wikipedia.org/wiki/Near_Field_Communication)
    10) Связь: Near Field Communication
    11) Пищевая промышленность: (juice) Not From Concentrate
    12) Атомная энергия: ядерный топливный цикл (сокр. от "nuclear fuel cycle")
    13) Океанография: National Finance Center
    14) Химическое оружие: National Fire Code
    15) Собаководство: ( AKC) National Field Champion

    Универсальный англо-русский словарь > NFC

  • 4 NFC

    no further consequences - без последствий

    Англо-русский словарь технических аббревиатур > NFC

  • 5 carry

    'kæri
    1) (to take from one place etc to another: She carried the child over the river; Flies carry disease.) llevar, transportar
    2) (to go from one place to another: Sound carries better over water.) transmitir
    3) (to support: These stone columns carry the weight of the whole building.) soportar
    4) (to have or hold: This job carries great responsibility.) comportar
    5) (to approve (a bill etc) by a majority of votes: The parliamentary bill was carried by forty-two votes.) aprobar
    6) (to hold (oneself) in a certain way: He carries himself like a soldier.) comportarse

    ((slang) a fuss; excited behaviour.) lío, jaleo, follón

    ((of bags or cases) that passengers can carry with them on board a plane.) (bolsa) de mano

    - carry-cot
    - be/get carried away
    - carry forward
    - carry off
    - carry on
    - carry out
    - carry weight

    carry vb llevar
    shall I carry your case? ¿te llevo la maleta?
    tr['kærɪ]
    1 (take, bear - gen) llevar; (- money, passport, gun, etc) llevar (encima)
    2 (transport - goods, load, passengers) transportar, acarrear
    3 (conduct, convey - water, oil, blood) llevar; (- electricity) conducir
    4 (disease) ser portador,-ra de
    5 SMALLARCHITECTURE/SMALL (support - weight) soportar, sostener
    6 (take - blame, responsibility) cargar con
    7 (entail, involve - responsibility) conllevar; (- penalty, consequences) implicar, conllevar
    8 (vote, bill, motion, etc) aprobar
    9 SMALLCOMMERCE/SMALL (have for sale) tener, vender
    10 (news, story, report, etc) traer, publicar
    11 (be pregnant with) estar embarazada de
    12 SMALLMATHEMATICS/SMALL llevar(se)
    1 (sound, voice) oírse, tener alcance
    \
    SMALLIDIOMATIC EXPRESSION/SMALL
    carried forward suma y sigue
    to carry coals to Newcastle llevar leña al monte
    to get carried away exaltarse, desmadrarse
    carry ['kæri] v, - ried ; - rying vt
    1) transport: llevar, cargar, transportar (cargamento), conducir (electricidad), portar (un virus)
    to carry a bag: cargar una bolsa
    to carry money: llevar dinero encima, traer dinero consigo
    2) bear: soportar, aguantar, resistir (peso)
    3) stock: vender, tener en abasto
    4) entail: llevar, implicar, acarrear
    5) win: ganar (una elección o competición), aprobar (una moción)
    6)
    to carry oneself : portarse, comportarse
    he carried himself honorably: se comportó dignamente
    carry vi
    : oírse, proyectarse
    her voice carries well: su voz se puede oír desde lejos
    v.
    acarrear v.
    aceptar v.
    cargar v.
    ganar v.
    incluir v.
    (§pres: incluyo...incluimos...)
    llevar (Matemática) v.
    llevar v.
    portear v.
    sobrellevar v.
    sostener v.
    (§pres: -tengo, -tienes...-tenemos) pret: -tuv-
    fut/c: -tendr-•)
    traer v.
    (§pres: traigo, traes...) pret: traj-•)
    transportar v.
    'kæri
    1.
    -ries, -rying, -ried transitive verb
    1)
    a) (bear, take) llevar

    I can't carry this, it's too heavy — no puedo cargar con esto, pesa demasiado

    b) ( have with one) llevar encima
    c) ( be provided with) \<\<guarantee\>\> tener*
    d) ( be pregnant with) estar* embarazada or encinta de
    2)
    a) ( convey) \<\<goods/passengers\>\> llevar, transportar, acarrear

    the car can carry four people — el coche tiene cabida para cuatro personas, en el coche caben cuatro personas

    b) (channel, transmit) \<\<oil/water/sewage\>\> llevar
    c) \<\<disease\>\> ser* portador de
    3)
    a) ( support) \<\<weight\>\> soportar, resistir
    b) ( take responsibility for) \<\<cost/blame\>\> cargar* con
    c) ( sustain)
    4) (involve, entail) \<\<responsibility\>\> conllevar; \<\<consequences/penalty\>\> acarrear, traer* aparejado
    5) (extend, continue)
    6)
    a) ( gain support for) \<\<bill/motion\>\> aprobar*
    b) ( Pol) ( win) \<\<constituency/city\>\> hacerse* con

    to carry all before onearrasar con todo

    7)
    a) ( stock) \<\<model\>\> tener*, vender
    b) ( include) ( Journ) traer*, publicar*

    2.
    v refl
    b) ( behave) comportarse, actuar*

    3.
    vi
    Phrasal Verbs:
    ['kærɪ]
    1. VT
    1) (=take) llevar

    as fast as his legs could carry him — tan rápido como le permitían sus piernas, a todo correr

    to carry one's audience with one — (fig) ganarse al público

    2) (=support) [+ burden] sostener
    3) (=have on one's person) [+ money, documents] llevar (encima)

    are you carrying any money? — ¿llevas dinero (encima)?

    4) (=transport) [+ goods] transportar; [+ passengers, message] llevar
    5) (Comm) (=stock) [+ goods] tener, tratar en
    6) (Med) [+ disease] transmitir, ser portador de
    7) (=involve) [+ consequence] acarrear; [+ responsibility] conllevar; [+ interpretation] encerrar, llevar implícito; [+ meaning] tener; [+ authority etc] revestir

    the offence carries a £50 fine — la infracción será penalizada con una multa de 50 libras

    8) (=have, be provided with) [+ guarantee] tener, llevar; [+ warning] llevar
    9) [newspaper etc] [+ story] traer, imprimir
    10) (=extend) extender, prolongar

    to carry sth too far — (fig) llevar algo demasiado lejos

    11) (Math) [+ figure] llevarse; (Econ) [+ interest] llevar
    12) (=approve) [+ motion] aprobar; [+ proposition] hacer aceptar
    13) (=win) [+ election, point] ganar; (Parl) [+ seat] ganar
    - carry the day
    - carry all or everything before one
    14)

    to carry o.s. — portarse

    15) [pregnant woman] [+ child] estar encinta de
    2. VI
    1) [sound] oírse
    2) [pregnant woman]

    she's carrying está embarazada

    3.
    N [of ball, shot] alcance m
    * * *
    ['kæri]
    1.
    -ries, -rying, -ried transitive verb
    1)
    a) (bear, take) llevar

    I can't carry this, it's too heavy — no puedo cargar con esto, pesa demasiado

    b) ( have with one) llevar encima
    c) ( be provided with) \<\<guarantee\>\> tener*
    d) ( be pregnant with) estar* embarazada or encinta de
    2)
    a) ( convey) \<\<goods/passengers\>\> llevar, transportar, acarrear

    the car can carry four people — el coche tiene cabida para cuatro personas, en el coche caben cuatro personas

    b) (channel, transmit) \<\<oil/water/sewage\>\> llevar
    c) \<\<disease\>\> ser* portador de
    3)
    a) ( support) \<\<weight\>\> soportar, resistir
    b) ( take responsibility for) \<\<cost/blame\>\> cargar* con
    c) ( sustain)
    4) (involve, entail) \<\<responsibility\>\> conllevar; \<\<consequences/penalty\>\> acarrear, traer* aparejado
    5) (extend, continue)
    6)
    a) ( gain support for) \<\<bill/motion\>\> aprobar*
    b) ( Pol) ( win) \<\<constituency/city\>\> hacerse* con

    to carry all before onearrasar con todo

    7)
    a) ( stock) \<\<model\>\> tener*, vender
    b) ( include) ( Journ) traer*, publicar*

    2.
    v refl
    b) ( behave) comportarse, actuar*

    3.
    vi
    Phrasal Verbs:

    English-spanish dictionary > carry

  • 6 remote maintenance

    1. дистанционное техническое обслуживание

     

    дистанционное техническое обслуживание
    Техническое обслуживание объекта, проводимое под управлением персонала без его непосредственного присутствия.
    [ОСТ 45.152-99 ]

    Параллельные тексты EN-RU из ABB Review. Перевод компании Интент

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

    ABB robots are found in industrial applications everywhere – lifting, packing, grinding and welding, to name a few. Robust and tireless, they work around the clock and are critical to a company’s productivity. Thus, keeping these robots in top shape is essential – any failure can lead to serious output consequences. But what happens when a robot malfunctions?

    Роботы АББ используются во всех отраслях промышленности для перемещения грузов, упаковки, шлифовки, сварки – всего и не перечислить. Надежные и неутомимые работники, способные трудиться день и ночь, они представляют большую ценность для владельца. Поэтому очень важно поддерживать их в надлежащей состоянии, ведь любой отказ может иметь серьезные последствия. Но что делать, если робот все-таки сломался?

    ABB’s new Remote Service concept holds the answer: This approach enables a malfunctioning robot to alarm for help itself. An ABB service engineer then receives whole diagnostic information via wireless technology, analyzes the data on a Web site and responds with support in just minutes. This unique service is paying off for customers and ABB alike, and in the process is revolutionizing service thinking.

    Ответом на этот вопрос стала новая концепция Remote Service от АББ, согласно которой неисправный робот сам просит о помощи. C помощью беспроводной технологии специалист сервисной службы АББ получает всю необходимую диагностическую информацию, анализирует данные на web-сайте и через считанные минуты выдает рекомендации по устранению отказа. Эта уникальная возможность одинаково ценна как для заказчиков, так и для самой компании АББ. В перспективе она способна в корне изменить весь подход к организации технического обслуживания.

    Every minute of production downtime can have financially disastrous consequences for a company. Traditional reactive service is no longer sufficient since on-site service engineer visits also demand great amounts of time and money. Thus, companies not only require faster help from the service organization when needed but they also want to avoid disturbances in production.

    Каждая минута простоя производства может привести к губительным финансовым последствиям. Традиционная организация сервиса, предусматривающая ликвидацию возникающих неисправностей, становится все менее эффективной, поскольку вызов сервисного инженера на место эксплуатации робота сопряжен с большими затратами времени и денег. Предприятия требуют от сервисной организации не только более быстрого оказания помощи, но и предотвращения возможных сбоев производства.

    In 2006, ABB developed a new approach to better meet customer’s expectations: Using the latest technologies to reach the robots at customer sites around the world, ABB could support them remotely in just minutes, thereby reducing the need for site visits. Thus the new Remote Service concept was quickly brought to fruition and was launched in mid-2007. Statistics show that by using the system the majority of production stoppages can be avoided.

    В 2006 г. компания АББ разработала новый подход к удовлетворению ожиданий своих заказчиков. Использование современных технологий позволяет специалистам АББ получать информацию от роботов из любой точки мира и в считанные минуты оказывать помощь дистанционно, в результате чего сокращается количество выездов на место установки. Запущенная в середине 2007 г. концепция Remote Service быстро себя оправдала. Статистика показывает, что её применение позволило предотвратить большое число остановок производства.

    Reactive maintenance The hardware that makes ABB Remote Service possible consists of a communication unit, which has a function similar to that of an airplane’s so-called black box 1. This “service box” is connected to the robot’s control system and can read and transmit diagnostic information. The unit not only reads critical diagnostic information that enables immediate support in the event of a failure, but also makes it possible to monitor and analyze the robot’s condition, thereby proactively detecting the need for maintenance.

    Устранение возникающих неисправностей Аппаратное устройство, с помощью которого реализуется концепция Remote Service, представляет собой коммуникационный блок, работающий аналогично черному ящику самолета (рис. 1). Этот блок считывает диагностические данные из контроллера робота и передает их по каналу GSM. Считывается не только информация, необходимая для оказания немедленной помощи в случае отказа, но и сведения, позволяющие контролировать и анализировать состояние робота для прогнозирования неисправностей и планирования технического обслуживания.

    If the robot breaks down, the service box immediately stores the status of the robot, its historical data (as log files), and diagnostic parameters such as temperature and power supply. Equipped with a built-in modem and using the GSM network, the box transmits the data to a central server for analysis and presentation on a dedicated Web site. Alerts are automatically sent to the nearest of ABB’s 1,200 robot service engineers who then accesses the detailed data and error log to analyze the problem.

    При поломке робота сервисный блок немедленно сохраняет данные о его состоянии, сведения из рабочего журнала, а также значения диагностических параметров (температура и характеристики питания). Эти данные передаются встроенным GSM-модемом на центральный сервер для анализа и представления на соответствующем web-сайте. Аварийные сообщения автоматически пересылаются ближайшему к месту аварии одному из 1200 сервисных инженеров-робототехников АББ, который получает доступ к детальной информации и журналу аварий для анализа возникшей проблемы.

    A remotely based ABB engineer can then quickly identify the exact fault, offering rapid customer support. For problems that cannot be solved remotely, the service engineer can arrange for quick delivery of spare parts and visit the site to repair the robot. Even if the engineer must make a site visit, service is faster, more efficient and performed to a higher standard than otherwise possible.

    Специалист АББ может дистанционно идентифицировать отказ и оказать быструю помощь заказчику. Если неисправность не может быть устранена дистанционно, сервисный инженер организовывает доставку запасных частей и выезд ремонтной бригады. Даже если необходимо разрешение проблемы на месте, предшествующая дистанционная диагностика позволяет минимизировать объем работ и сократить время простоя.

    Remote Service enables engineers to “talk” to robots remotely and to utilize tools that enable smart, fast and automatic analysis. The system is based on a machine-to-machine (M2M) concept, which works automatically, requiring human input only for analysis and personalized customer recommendations. ABB was recognized for this innovative solution at the M2M United Conference in Chicago in 2008 Factbox.

    Remote Service позволяет инженерам «разговаривать» с роботами на расстоянии и предоставляет в их распоряжение интеллектуальные средства быстрого автоматизированного анализа. Система основана на основе технологии автоматической связи машины с машиной (M2M), где участие человека сводится к анализу данных и выдаче рекомендаций клиенту. В 2008 г. это инновационное решение от АББ получило приз на конференции M2M United Conference в Чикаго (см. вставку).

    Proactive maintenance 
    Remote Service also allows ABB engineers to monitor and detect potential problems in the robot system and opens up new possibilities for proactive maintenance.

    Прогнозирование неисправностей
    Remote Service позволяет инженерам АББ дистанционно контролировать состояние роботов и прогнозировать возможные неисправности, что открывает новые возможности по организации профилактического обслуживания.

    The service box regularly takes condition measurements. By monitoring key parameters over time, Remote Service can identify potential failures and when necessary notify both the end customer and the appropriate ABB engineer. The management and storage of full system backups is a very powerful service to help recover from critical situations caused, for example, by operator errors.

    Сервисный блок регулярно выполняет диагностические измерения. Непрерывно контролируя ключевые параметры, Remote Service может распознать потенциальные опасности и, при необходимости, оповещать владельца оборудования и соответствующего специалиста АББ. Резервирование данных для возможного отката является мощным средством, обеспечивающим восстановление системы в критических ситуациях, например, после ошибки оператора.

    The first Remote Service installation took place in the automotive industry in the United States and quickly proved its value. The motherboard in a robot cabinet overheated and the rise in temperature triggered an alarm via Remote Service. Because of the alarm, engineers were able to replace a faulty fan, preventing a costly production shutdown.

    Первая система Remote Service была установлена на автозаводе в США и очень скоро была оценена по достоинству. Она обнаружила перегрев материнской платы в шкафу управления роботом и передала сигнал о превышении допустимой температуры, благодаря чему инженеры смогли заменить неисправный вентилятор и предотвратить дорогостоящую остановку производства.

    MyRobot: 24-hour remote access

    Having regular access to a robot’s condition data is also essential to achieving lean production. At any time, from any location, customers can verify their robots’ status and access maintenance information and performance reports simply by logging in to ABB’s MyRobot Web site. The service enables customers to easily compare performances, identify bottlenecks or developing issues, and initiate the most

    Сайт MyRobot: круглосуточный дистанционный доступ
    Для того чтобы обеспечить бесперебойное производство, необходимо иметь регулярный доступ к информации о состоянии робота. Зайдя на соответствующую страницу сайта MyRobot компании АББ, заказчики получат все необходимые данные, включая сведения о техническом обслуживании и отчеты о производительности своего робота. Эта услуга позволяет легко сравнивать данные о производительности, обнаруживать возможные проблемы, а также оптимизировать планирование технического обслуживания и модернизации. С помощью MyRobot можно значительно увеличить выпуск продукции и уменьшить количество выбросов.

    Award-winning solution
    In June 2008, the innovative Remote Service solution won the Gold Value Chain award at the M2M United Conference in Chicago. The value chain award honors successful corporate adopters of M2M (machine–to-machine) technology and highlights the process of combining multiple technologies to deliver high-quality services to customers. ABB won in the categoryof Smart Services.

    Приз за удачное решение
    В июне 2008 г. инновационное решение Remote Service получило награду Gold Value Chain (Золотая цепь) на конференции M2M United Conference в Чикаго. «Золотая цепь» присуждается за успешное масштабное внедрение технологии M2M (машина – машина), а также за достижения в объединении различных технологий для предоставления высококачественных услуг заказчикам. АББ одержала победу в номинации «Интеллектуальный сервис».

    Case study: Tetley Tetley GB Ltd is the world’s second-largest manufacturer and distributor of tea. The company’s manufacturing and distribution business is spread across 40 countries and sells over 60 branded tea bags. Tetley’s UK tea production facility in Eaglescliffe, County Durham is the sole producer of Tetley tea bags 2.

    Пример применения: Tetley Компания TetleyGB Ltd является вторым по величине мировым производителем и поставщиком чая. Производственные и торговые филиалы компании имеются в 40 странах, а продукция распространяется под 60 торговыми марками. Чаеразвесочная фабрика в Иглсклифф, графство Дарем, Великобритания – единственный производитель чая Tetley в пакетиках (рис. 2).

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which can help extend the mean time between failures, shorten the time to repair and lower the cost of automated production.

    Предлагаемые АББ контракты на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и общую стоимость автоматизированного производства.

    Robots in the plant’s production line were tripping alarms and delaying the whole production cycle. The spurious alarms resulted in much unnecessary downtime that was spent resetting the robots in the hope that another breakdown could be avoided. Each time an alarm was tripped, several hours of production time was lost. “It was for this reason that we were keen to try out ABB’s Remote Service agreement,” said Colin Trevor, plant maintenance manager.

    Установленные в технологической линии роботы выдавали аварийные сигналы, задерживающие выполнение производственного цикла. Ложные срабатывания вынуждали перезапускать роботов в надежде предотвратить возможные отказы, в результате чего после каждого аварийного сигнала производство останавливалось на несколько часов. «Именно поэтому мы решили попробовать заключить с АББ контракт на дистанционное техническое обслуживание», – сказал Колин Тревор, начальник технической службы фабрики.

    To prevent future disruptions caused by unplanned downtime, Tetley signed an ABB Response Package service agreement, which included installing a service box and system infrastructure into the robot control systems. Using the Remote Service solution, ABB remotely monitors and collects data on the “wear and tear” and productivity of the robotic cells; this data is then shared with the customer and contributes to smooth-running production cycles.

    Для предотвращения ущерба в результате незапланированных простоев Tetley заключила с АББ контракт на комплексное обслуживание Response Package, согласно которому системы управления роботами были дооборудованы сервисными блоками с необходимой инфраструктурой. С помощью Remote Service компания АББ дистанционно собирает данные о наработке, износе и производительности роботизированных модулей. Эти данные предоставляются заказчику для оптимизации загрузки производственного оборудования.

    Higher production uptime
    Since the implementation of Remote Service, Tetley has enjoyed greatly reduced robot downtime, with no further disruptions caused by unforeseen problems. “The Remote Service package has dramatically changed the plant,” said Trevor. “We no longer have breakdown issues throughout the shift, helping us to achieve much longer periods of robot uptime. As we have learned, world-class manufacturing facilities need world-class support packages. Remote monitoring of our robots helps us to maintain machine uptime, prevent costly downtime and ensures my employees can be put to more valuable use.”

    Увеличение полезного времени
    С момента внедрения Remote Service компания Tetley была приятно удивлена резким сокращением простоя роботов и отсутствием незапланированных остановок производства. «Пакет Remote Service резко изменил ситуацию на предприятии», – сказал Тревор. «Мы избавились от простоев роботов и смогли резко увеличить их эксплуатационную готовность. Мы поняли, что для производственного оборудования мирового класса необходим сервисный пакет мирового класса. Дистанционный контроль роботов помогает нам поддерживать их в рабочем состоянии, предотвращать дорогостоящие простои и задействовать наш персонал для выполнения более важных задач».

    Service access
    Remote Service is available worldwide, connecting more than 500 robots. Companies that have up to 30 robots are often good candidates for the Remote Service offering, as they usually have neither the engineers nor the requisite skills to deal with robotics faults themselves. Larger companies are also enthusiastic about Remote Service, as the proactive services will improve the lifetime of their equipment and increase overall production uptime.

    Доступность сервиса
    Сеть Remote Service охватывает более 700 роботов по всему миру. Потенциальными заказчиками Remote Service являются компании, имеющие до 30 роботов, но не имеющие инженеров и техников, способных самостоятельно устранять их неисправности. Интерес к Remote Service проявляют и более крупные компании, поскольку они заинтересованы в увеличении срока службы и эксплуатационной готовности производственного оборудования.

    In today’s competitive environment, business profitability often relies on demanding production schedules that do not always leave time for exhaustive or repeated equipment health checks. ABB’s Remote Service agreements are designed to monitor its customers’ robots to identify when problems are likely to occur and ensure that help is dispatched before the problem can escalate. In over 60 percent of ABB’s service calls, its robots can be brought back online remotely, without further intervention.

    В условиях современной конкуренции окупаемость бизнеса часто зависит от соблюдения жестких графиков производства, не оставляющих времени для полномасштабных или периодических проверок исправности оборудования. Контракт Remote Service предусматривает мониторинг состояния роботов заказчика для прогнозирования возможных неисправностей и принятие мер по их предотвращению. В более чем 60 % случаев для устранения неисправности достаточно дистанционной консультации в сервисной службе АББ, дальнейшего вмешательства не требуется.

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which helps extend the mean time between failures, shorten the time to repair and lower the total cost of ownership. With four new packages available – Support, Response, Maintenance and Warranty, each backed up by ABB’s Remote Service technology – businesses can minimize the impact of unplanned downtime and achieve improved production-line efficiency.

    Компания АББ предлагает гибкий выбор контрактов на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, которые позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и эксплуатационные расходы. Четыре новых пакета на основе технологии Remote Service Support, Response, Maintenance и Warranty – позволяют минимизировать внеплановые простои и значительно повысить эффективность производства.

    The benefits of Remote Sevice are clear: improved availability, fewer service visits, lower maintenance costs and maximized total cost of ownership. This unique service sets ABB apart from its competitors and is the beginning of a revolution in service thinking. It provides ABB with a great opportunity to improve customer access to its expertise and develop more advanced services worldwide.

    Преимущества дистанционного технического обслуживания очевидны: повышенная надежность, уменьшение выездов ремонтных бригад, уменьшение затрат на обслуживание и общих эксплуатационных расходов. Эта уникальная услуга дает компании АББ преимущества над конкурентами и демонстрирует революционный подход к организации сервиса. Благодаря ей компания АББ расширяет доступ заказчиков к опыту своих специалистов и получает возможность более эффективного оказания технической помощи по всему миру.

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

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    Англо-русский словарь нормативно-технической терминологии > remote maintenance

  • 7 remote sevice

    1. дистанционное техническое обслуживание

     

    дистанционное техническое обслуживание
    Техническое обслуживание объекта, проводимое под управлением персонала без его непосредственного присутствия.
    [ОСТ 45.152-99 ]

    Параллельные тексты EN-RU из ABB Review. Перевод компании Интент

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

    ABB robots are found in industrial applications everywhere – lifting, packing, grinding and welding, to name a few. Robust and tireless, they work around the clock and are critical to a company’s productivity. Thus, keeping these robots in top shape is essential – any failure can lead to serious output consequences. But what happens when a robot malfunctions?

    Роботы АББ используются во всех отраслях промышленности для перемещения грузов, упаковки, шлифовки, сварки – всего и не перечислить. Надежные и неутомимые работники, способные трудиться день и ночь, они представляют большую ценность для владельца. Поэтому очень важно поддерживать их в надлежащей состоянии, ведь любой отказ может иметь серьезные последствия. Но что делать, если робот все-таки сломался?

    ABB’s new Remote Service concept holds the answer: This approach enables a malfunctioning robot to alarm for help itself. An ABB service engineer then receives whole diagnostic information via wireless technology, analyzes the data on a Web site and responds with support in just minutes. This unique service is paying off for customers and ABB alike, and in the process is revolutionizing service thinking.

    Ответом на этот вопрос стала новая концепция Remote Service от АББ, согласно которой неисправный робот сам просит о помощи. C помощью беспроводной технологии специалист сервисной службы АББ получает всю необходимую диагностическую информацию, анализирует данные на web-сайте и через считанные минуты выдает рекомендации по устранению отказа. Эта уникальная возможность одинаково ценна как для заказчиков, так и для самой компании АББ. В перспективе она способна в корне изменить весь подход к организации технического обслуживания.

    Every minute of production downtime can have financially disastrous consequences for a company. Traditional reactive service is no longer sufficient since on-site service engineer visits also demand great amounts of time and money. Thus, companies not only require faster help from the service organization when needed but they also want to avoid disturbances in production.

    Каждая минута простоя производства может привести к губительным финансовым последствиям. Традиционная организация сервиса, предусматривающая ликвидацию возникающих неисправностей, становится все менее эффективной, поскольку вызов сервисного инженера на место эксплуатации робота сопряжен с большими затратами времени и денег. Предприятия требуют от сервисной организации не только более быстрого оказания помощи, но и предотвращения возможных сбоев производства.

    In 2006, ABB developed a new approach to better meet customer’s expectations: Using the latest technologies to reach the robots at customer sites around the world, ABB could support them remotely in just minutes, thereby reducing the need for site visits. Thus the new Remote Service concept was quickly brought to fruition and was launched in mid-2007. Statistics show that by using the system the majority of production stoppages can be avoided.

    В 2006 г. компания АББ разработала новый подход к удовлетворению ожиданий своих заказчиков. Использование современных технологий позволяет специалистам АББ получать информацию от роботов из любой точки мира и в считанные минуты оказывать помощь дистанционно, в результате чего сокращается количество выездов на место установки. Запущенная в середине 2007 г. концепция Remote Service быстро себя оправдала. Статистика показывает, что её применение позволило предотвратить большое число остановок производства.

    Reactive maintenance The hardware that makes ABB Remote Service possible consists of a communication unit, which has a function similar to that of an airplane’s so-called black box 1. This “service box” is connected to the robot’s control system and can read and transmit diagnostic information. The unit not only reads critical diagnostic information that enables immediate support in the event of a failure, but also makes it possible to monitor and analyze the robot’s condition, thereby proactively detecting the need for maintenance.

    Устранение возникающих неисправностей Аппаратное устройство, с помощью которого реализуется концепция Remote Service, представляет собой коммуникационный блок, работающий аналогично черному ящику самолета (рис. 1). Этот блок считывает диагностические данные из контроллера робота и передает их по каналу GSM. Считывается не только информация, необходимая для оказания немедленной помощи в случае отказа, но и сведения, позволяющие контролировать и анализировать состояние робота для прогнозирования неисправностей и планирования технического обслуживания.

    If the robot breaks down, the service box immediately stores the status of the robot, its historical data (as log files), and diagnostic parameters such as temperature and power supply. Equipped with a built-in modem and using the GSM network, the box transmits the data to a central server for analysis and presentation on a dedicated Web site. Alerts are automatically sent to the nearest of ABB’s 1,200 robot service engineers who then accesses the detailed data and error log to analyze the problem.

    При поломке робота сервисный блок немедленно сохраняет данные о его состоянии, сведения из рабочего журнала, а также значения диагностических параметров (температура и характеристики питания). Эти данные передаются встроенным GSM-модемом на центральный сервер для анализа и представления на соответствующем web-сайте. Аварийные сообщения автоматически пересылаются ближайшему к месту аварии одному из 1200 сервисных инженеров-робототехников АББ, который получает доступ к детальной информации и журналу аварий для анализа возникшей проблемы.

    A remotely based ABB engineer can then quickly identify the exact fault, offering rapid customer support. For problems that cannot be solved remotely, the service engineer can arrange for quick delivery of spare parts and visit the site to repair the robot. Even if the engineer must make a site visit, service is faster, more efficient and performed to a higher standard than otherwise possible.

    Специалист АББ может дистанционно идентифицировать отказ и оказать быструю помощь заказчику. Если неисправность не может быть устранена дистанционно, сервисный инженер организовывает доставку запасных частей и выезд ремонтной бригады. Даже если необходимо разрешение проблемы на месте, предшествующая дистанционная диагностика позволяет минимизировать объем работ и сократить время простоя.

    Remote Service enables engineers to “talk” to robots remotely and to utilize tools that enable smart, fast and automatic analysis. The system is based on a machine-to-machine (M2M) concept, which works automatically, requiring human input only for analysis and personalized customer recommendations. ABB was recognized for this innovative solution at the M2M United Conference in Chicago in 2008 Factbox.

    Remote Service позволяет инженерам «разговаривать» с роботами на расстоянии и предоставляет в их распоряжение интеллектуальные средства быстрого автоматизированного анализа. Система основана на основе технологии автоматической связи машины с машиной (M2M), где участие человека сводится к анализу данных и выдаче рекомендаций клиенту. В 2008 г. это инновационное решение от АББ получило приз на конференции M2M United Conference в Чикаго (см. вставку).

    Proactive maintenance 
    Remote Service also allows ABB engineers to monitor and detect potential problems in the robot system and opens up new possibilities for proactive maintenance.

    Прогнозирование неисправностей
    Remote Service позволяет инженерам АББ дистанционно контролировать состояние роботов и прогнозировать возможные неисправности, что открывает новые возможности по организации профилактического обслуживания.

    The service box regularly takes condition measurements. By monitoring key parameters over time, Remote Service can identify potential failures and when necessary notify both the end customer and the appropriate ABB engineer. The management and storage of full system backups is a very powerful service to help recover from critical situations caused, for example, by operator errors.

    Сервисный блок регулярно выполняет диагностические измерения. Непрерывно контролируя ключевые параметры, Remote Service может распознать потенциальные опасности и, при необходимости, оповещать владельца оборудования и соответствующего специалиста АББ. Резервирование данных для возможного отката является мощным средством, обеспечивающим восстановление системы в критических ситуациях, например, после ошибки оператора.

    The first Remote Service installation took place in the automotive industry in the United States and quickly proved its value. The motherboard in a robot cabinet overheated and the rise in temperature triggered an alarm via Remote Service. Because of the alarm, engineers were able to replace a faulty fan, preventing a costly production shutdown.

    Первая система Remote Service была установлена на автозаводе в США и очень скоро была оценена по достоинству. Она обнаружила перегрев материнской платы в шкафу управления роботом и передала сигнал о превышении допустимой температуры, благодаря чему инженеры смогли заменить неисправный вентилятор и предотвратить дорогостоящую остановку производства.

    MyRobot: 24-hour remote access

    Having regular access to a robot’s condition data is also essential to achieving lean production. At any time, from any location, customers can verify their robots’ status and access maintenance information and performance reports simply by logging in to ABB’s MyRobot Web site. The service enables customers to easily compare performances, identify bottlenecks or developing issues, and initiate the most

    Сайт MyRobot: круглосуточный дистанционный доступ
    Для того чтобы обеспечить бесперебойное производство, необходимо иметь регулярный доступ к информации о состоянии робота. Зайдя на соответствующую страницу сайта MyRobot компании АББ, заказчики получат все необходимые данные, включая сведения о техническом обслуживании и отчеты о производительности своего робота. Эта услуга позволяет легко сравнивать данные о производительности, обнаруживать возможные проблемы, а также оптимизировать планирование технического обслуживания и модернизации. С помощью MyRobot можно значительно увеличить выпуск продукции и уменьшить количество выбросов.

    Award-winning solution
    In June 2008, the innovative Remote Service solution won the Gold Value Chain award at the M2M United Conference in Chicago. The value chain award honors successful corporate adopters of M2M (machine–to-machine) technology and highlights the process of combining multiple technologies to deliver high-quality services to customers. ABB won in the categoryof Smart Services.

    Приз за удачное решение
    В июне 2008 г. инновационное решение Remote Service получило награду Gold Value Chain (Золотая цепь) на конференции M2M United Conference в Чикаго. «Золотая цепь» присуждается за успешное масштабное внедрение технологии M2M (машина – машина), а также за достижения в объединении различных технологий для предоставления высококачественных услуг заказчикам. АББ одержала победу в номинации «Интеллектуальный сервис».

    Case study: Tetley Tetley GB Ltd is the world’s second-largest manufacturer and distributor of tea. The company’s manufacturing and distribution business is spread across 40 countries and sells over 60 branded tea bags. Tetley’s UK tea production facility in Eaglescliffe, County Durham is the sole producer of Tetley tea bags 2.

    Пример применения: Tetley Компания TetleyGB Ltd является вторым по величине мировым производителем и поставщиком чая. Производственные и торговые филиалы компании имеются в 40 странах, а продукция распространяется под 60 торговыми марками. Чаеразвесочная фабрика в Иглсклифф, графство Дарем, Великобритания – единственный производитель чая Tetley в пакетиках (рис. 2).

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which can help extend the mean time between failures, shorten the time to repair and lower the cost of automated production.

    Предлагаемые АББ контракты на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и общую стоимость автоматизированного производства.

    Robots in the plant’s production line were tripping alarms and delaying the whole production cycle. The spurious alarms resulted in much unnecessary downtime that was spent resetting the robots in the hope that another breakdown could be avoided. Each time an alarm was tripped, several hours of production time was lost. “It was for this reason that we were keen to try out ABB’s Remote Service agreement,” said Colin Trevor, plant maintenance manager.

    Установленные в технологической линии роботы выдавали аварийные сигналы, задерживающие выполнение производственного цикла. Ложные срабатывания вынуждали перезапускать роботов в надежде предотвратить возможные отказы, в результате чего после каждого аварийного сигнала производство останавливалось на несколько часов. «Именно поэтому мы решили попробовать заключить с АББ контракт на дистанционное техническое обслуживание», – сказал Колин Тревор, начальник технической службы фабрики.

    To prevent future disruptions caused by unplanned downtime, Tetley signed an ABB Response Package service agreement, which included installing a service box and system infrastructure into the robot control systems. Using the Remote Service solution, ABB remotely monitors and collects data on the “wear and tear” and productivity of the robotic cells; this data is then shared with the customer and contributes to smooth-running production cycles.

    Для предотвращения ущерба в результате незапланированных простоев Tetley заключила с АББ контракт на комплексное обслуживание Response Package, согласно которому системы управления роботами были дооборудованы сервисными блоками с необходимой инфраструктурой. С помощью Remote Service компания АББ дистанционно собирает данные о наработке, износе и производительности роботизированных модулей. Эти данные предоставляются заказчику для оптимизации загрузки производственного оборудования.

    Higher production uptime
    Since the implementation of Remote Service, Tetley has enjoyed greatly reduced robot downtime, with no further disruptions caused by unforeseen problems. “The Remote Service package has dramatically changed the plant,” said Trevor. “We no longer have breakdown issues throughout the shift, helping us to achieve much longer periods of robot uptime. As we have learned, world-class manufacturing facilities need world-class support packages. Remote monitoring of our robots helps us to maintain machine uptime, prevent costly downtime and ensures my employees can be put to more valuable use.”

    Увеличение полезного времени
    С момента внедрения Remote Service компания Tetley была приятно удивлена резким сокращением простоя роботов и отсутствием незапланированных остановок производства. «Пакет Remote Service резко изменил ситуацию на предприятии», – сказал Тревор. «Мы избавились от простоев роботов и смогли резко увеличить их эксплуатационную готовность. Мы поняли, что для производственного оборудования мирового класса необходим сервисный пакет мирового класса. Дистанционный контроль роботов помогает нам поддерживать их в рабочем состоянии, предотвращать дорогостоящие простои и задействовать наш персонал для выполнения более важных задач».

    Service access
    Remote Service is available worldwide, connecting more than 500 robots. Companies that have up to 30 robots are often good candidates for the Remote Service offering, as they usually have neither the engineers nor the requisite skills to deal with robotics faults themselves. Larger companies are also enthusiastic about Remote Service, as the proactive services will improve the lifetime of their equipment and increase overall production uptime.

    Доступность сервиса
    Сеть Remote Service охватывает более 700 роботов по всему миру. Потенциальными заказчиками Remote Service являются компании, имеющие до 30 роботов, но не имеющие инженеров и техников, способных самостоятельно устранять их неисправности. Интерес к Remote Service проявляют и более крупные компании, поскольку они заинтересованы в увеличении срока службы и эксплуатационной готовности производственного оборудования.

    In today’s competitive environment, business profitability often relies on demanding production schedules that do not always leave time for exhaustive or repeated equipment health checks. ABB’s Remote Service agreements are designed to monitor its customers’ robots to identify when problems are likely to occur and ensure that help is dispatched before the problem can escalate. In over 60 percent of ABB’s service calls, its robots can be brought back online remotely, without further intervention.

    В условиях современной конкуренции окупаемость бизнеса часто зависит от соблюдения жестких графиков производства, не оставляющих времени для полномасштабных или периодических проверок исправности оборудования. Контракт Remote Service предусматривает мониторинг состояния роботов заказчика для прогнозирования возможных неисправностей и принятие мер по их предотвращению. В более чем 60 % случаев для устранения неисправности достаточно дистанционной консультации в сервисной службе АББ, дальнейшего вмешательства не требуется.

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which helps extend the mean time between failures, shorten the time to repair and lower the total cost of ownership. With four new packages available – Support, Response, Maintenance and Warranty, each backed up by ABB’s Remote Service technology – businesses can minimize the impact of unplanned downtime and achieve improved production-line efficiency.

    Компания АББ предлагает гибкий выбор контрактов на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, которые позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и эксплуатационные расходы. Четыре новых пакета на основе технологии Remote Service Support, Response, Maintenance и Warranty – позволяют минимизировать внеплановые простои и значительно повысить эффективность производства.

    The benefits of Remote Sevice are clear: improved availability, fewer service visits, lower maintenance costs and maximized total cost of ownership. This unique service sets ABB apart from its competitors and is the beginning of a revolution in service thinking. It provides ABB with a great opportunity to improve customer access to its expertise and develop more advanced services worldwide.

    Преимущества дистанционного технического обслуживания очевидны: повышенная надежность, уменьшение выездов ремонтных бригад, уменьшение затрат на обслуживание и общих эксплуатационных расходов. Эта уникальная услуга дает компании АББ преимущества над конкурентами и демонстрирует революционный подход к организации сервиса. Благодаря ей компания АББ расширяет доступ заказчиков к опыту своих специалистов и получает возможность более эффективного оказания технической помощи по всему миру.

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote sevice

  • 8 mind

    mind [maɪnd]
    1 noun
    (a) (reason) esprit m;
    the power of mind over matter le pouvoir de l'esprit sur la matière;
    to be strong in mind and body être physiquement et mentalement solide;
    to be of sound mind être sain d'esprit;
    to be/to go out of one's mind être/devenir fou(folle);
    are you out of your mind?, you must be out of your mind! est-ce que tu as perdu la tête?;
    he was out of his mind with worry il était fou d'inquiétude;
    he isn't in his right mind il n'a pas tous ses esprits;
    no one in their right mind would do such a thing aucune personne sensée n'agirait ainsi;
    to be bored out of one's mind mourir d'ennui
    such a thought had never entered his mind une telle pensée ne lui était jamais venue à l'esprit;
    there's something on her mind il y a quelque chose qui la tracasse;
    I have a lot on my mind j'ai beaucoup de soucis;
    what's going on in her mind? qu'est-ce qui se passe dans son esprit ou sa tête?;
    at the back of one's mind au fond de soi-même;
    at the back of my mind was the fear that we would arrive too late au fond de moi-même, je craignais que nous n'arrivions trop tard;
    to put sth to the back of one's mind chasser qch de son esprit;
    I just can't get him out of my mind je n'arrive absolument pas à l'oublier;
    to have sb/sth in mind penser à qn/qch de précis;
    the person I have in mind la personne à laquelle je pense;
    who do you have in mind for the role? à qui songez-vous pour le rôle?, qui avez-vous en vue pour le rôle?;
    what kind of holiday did you have in mind? qu'est-ce que tu voulais ou voudrais faire pour les vacances?;
    I had something smaller in mind je pensais à quelque chose de plus petit;
    you must put the idea out of your mind tu dois te sortir cette idée de la tête;
    put it out of your mind n'y pensez plus;
    to set one's mind on doing sth se mettre en tête de faire qch;
    to have one's mind set on sth vouloir qch à tout prix;
    a drink will take your mind off the accident bois un verre, ça te fera oublier l'accident;
    to put or set sb's mind at rest rassurer qn;
    to see things in one's mind's eye bien se représenter qch;
    it's all in your mind! tu te fais des idées!;
    it's all in the mind tout ça, c'est dans la tête
    to give one's whole mind to sth accorder toute son attention à qch;
    I can't seem to apply my mind to the problem je n'arrive pas à me concentrer sur le problème;
    I'm sure if you put your mind to it you could do it je suis sûr que si tu essayais vraiment, tu pourrais le faire;
    keep your mind on the job ne vous laissez pas distraire;
    your mind is not on the job tu n'as pas la tête à ce que tu fais;
    she does crosswords to keep her mind occupied elle fait des mots croisés pour s'occuper l'esprit;
    American don't pay him any mind ne fais pas attention à lui
    my mind has gone blank j'ai un trou de mémoire;
    it brings to mind the time we were in Spain cela me rappelle l'époque où nous étions en Espagne;
    Churchill's words come to mind on pense aux paroles de Churchill;
    it went clean or right out of my mind cela m'est complètement sorti de l'esprit ou de la tête;
    to put sb in mind of sb/sth rappeler qn/qch à qn;
    it puts me in mind of Japan cela me fait penser au Japon, cela me rappelle le Japon;
    to bear or keep sth in mind (think about) songer à qch; (take into account) tenir compte de qch; (not forget) ne pas oublier qch, garder qch à l'esprit;
    we must bear in mind that she is only a child il ne faut pas oublier que ce n'est qu'une enfant;
    it must have slipped my mind j'ai dû oublier;
    familiar to have a mind like a sieve avoir (une) très mauvaise mémoire ;
    British time out of mind I've warned him not to go there cela fait une éternité que je lui dis de ne pas y aller
    (e) (intellect) esprit m;
    she has an outstanding mind elle est d'une très grande intelligence;
    he has the mind of a child il a l'esprit d'un enfant
    (f) (intelligent person, thinker) esprit m, cerveau m;
    the great minds of our century les grands esprits ou cerveaux de notre siècle;
    proverb great minds think alike(, fools seldom differ) les grands esprits se rencontrent;
    humorous how about a drink? - great minds think alike! si on prenait une verre? - les grands esprits se rencontrent!
    the Western mind la pensée occidentale;
    I haven't got a scientific mind je n'ai pas l'esprit scientifique;
    you've got a dirty mind! tu as l'esprit mal placé!;
    she has a nasty mind elle voit le mal partout;
    he has a suspicious mind il est soupçonneux de nature;
    it's probably just my suspicious mind but I don't trust him c'est probablement que je suis trop suspicieux ou soupçonneux, mais je n'ai pas confiance en lui
    to be of the same or of like or of one mind être du même avis;
    they're all of one or the same mind ils sont tous d'accord ou du même avis;
    to know one's own mind savoir ce qu'on veut;
    you've got a mind of your own tu peux décider toi-même;
    the car seemed to have a mind of its own la voiture semblait faire ce que bon lui semblait;
    to my mind,… à mon avis,…, selon moi,…;
    I'm in two minds about where to go for my holidays je ne sais pas très bien où aller passer mes vacances;
    I'm in two minds about going je ne sais pas si je vais y aller;
    to make up one's mind se décider, prendre une décision;
    make up your mind! décidez-vous!;
    I can't make up your mind for you je ne peux pas décider à ta place;
    my mind is made up ma décision est prise;
    to make up one's mind to do sth se décider à faire qch;
    she's made up her mind to move house elle s'est résolue à déménager
    I've half a mind to give up j'ai presque envie de renoncer;
    I've a good mind to tell him what I think j'ai bien envie de lui dire ce que je pense
    nothing was further from my mind je n'en avais nullement l'intention;
    I've had it in mind for some time now j'y songe depuis un moment
    (a) (pay attention to) faire attention à;
    he didn't mind my advice il n'a pas fait attention à ou n'a pas écouté mes conseils;
    mind your own business! occupe-toi de ce qui te regarde!, mêle-toi de tes oignons!;
    mind your language! surveille ton langage!;
    to mind one's manners se surveiller;
    mind the step (sign) attention à la marche;
    mind the cat! attention au chat!;
    mind what you say (pay attention) réfléchissez à ou faites attention à ce que vous dites; (don't be rude) mesurez vos paroles;
    mind what you're doing! regarde ce que tu fais!;
    would you mind where you're putting your feet, please? est-ce que tu peux faire attention où tu mets les pieds, s'il te plaît?;
    British familiar mind how you go! fais attention à toi!
    (b) (be sure that) faire attention à;
    mind you write to him! n'oubliez pas de lui écrire!;
    mind you don't fall! faites attention de ne pas tomber!;
    mind you don't forget n'oubliez surtout pas;
    mind you don't break it fais bien attention de ne pas le casser;
    mind you're not late! faites en sorte de ne pas être en retard!;
    mind you post my letter n'oubliez surtout pas de poster ma lettre
    (c) (concern oneself with) faire attention à, s'inquiéter de ou pour;
    don't mind me, I'll just sit here quietly ne vous inquiétez pas de moi, je vais m'asseoir ici et je ne dérangerai personne;
    don't mind him, he's always like that ne fais pas attention à lui, il est toujours comme ça;
    ironic don't mind me, I only live here! je t'en prie, fais comme chez toi!;
    I really don't mind what he says/thinks je me fiche de ce qu'il peut dire/penser
    I don't mind him il ne me dérange pas;
    I don't mind the cold le froid ne me gêne pas;
    I don't mind trying je veux bien essayer;
    you don't mind me using the car, do you? - I mind very much cela ne te dérange pas que je prenne la voiture? - cela me dérange beaucoup;
    do you mind going out when the weather's cold? est-ce que cela vous ennuie de sortir quand il fait froid?;
    do you mind me smoking? cela ne vous ennuie ou dérange pas que je fume?;
    did you mind me inviting her? tu aurais peut-être préféré que je ne l'invite pas?, ça t'ennuie que je l'aie invitée?;
    would you mind turning out the light, please? est-ce que tu peux éteindre la lumière, s'il te plaît?;
    how much do you earn, if you don't mind my or me asking? combien est-ce que vous gagnez, sans indiscrétion?;
    I wouldn't mind having his salary ça ne me dérangerait pas de gagner autant que lui;
    I wouldn't mind a cup of tea je prendrais bien ou volontiers une tasse de thé
    (e) (look after → children) garder; (→ bags, possessions) garder, surveiller; (→ shop, business) garder, tenir; (→ plants, garden) s'occuper de, prendre soin de;
    can you mind the house for us while we're away? (watch) pouvez-vous surveiller la maison pendant notre absence?; (look after) pouvez-vous vous occuper de la maison pendant notre absence?
    (f) Scottish (remember) se rappeler, se souvenir de
    mind (you), I'm not surprised remarque ou tu sais, cela ne m'étonne pas;
    mind you, he's a bit young ceci dit, il est un peu jeune;
    mind you, I've always thought he was a bit strange remarquez, j'ai toujours trouvé qu'il était un peu bizarre;
    but, mind you, it was late mais, voyez-vous, il était tard;
    never mind that now (leave it) ne vous occupez pas de cela tout de suite; (forget it) ce n'est plus la peine de s'en occuper;
    never mind the consequences ne vous préoccupez pas des conséquences, peu importent les conséquences;
    never mind what people say/think peu importe ce que disent/pensent les gens;
    never mind his feelings, I've got a business to run! je me moque de ses états d'âme, j'ai une entreprise à diriger!;
    never mind him, just run for it! ne t'occupe pas de lui, fonce!
    (a) (object → in requests)
    do you mind if I open the window? cela vous dérange si j'ouvre la fenêtre?;
    would you mind if I opened the window? est-ce que cela vous dérangerait si j'ouvrais la fenêtre?;
    do you mind if I smoke? est-ce que cela vous gêne ou dérange que je fume?;
    I don't mind in the least cela ne me dérange pas le moins du monde;
    if you don't mind si vous voulez bien, si vous n'y voyez pas d'inconvénient;
    I can't say I really mind je ne peux pas dire que cela m'ennuie ou me dérange vraiment;
    do you mind if I take the car? - of course I don't mind est-ce que cela vous ennuie que je prenne la voiture? - bien sûr que non;
    familiar I don't mind if I do (in reply to offer) je ne dis pas non, ce n'est pas de refus
    (b) (care, worry)
    I don't mind if people laugh at me - but you should mind! je ne me soucie guère que les gens se moquent de moi - mais vous devriez!;
    if you don't mind, I haven't finished si cela ne vous fait rien, je n'ai pas terminé;
    do you mind? (politely) vous permettez?;
    ironic do you mind! (indignantly) non mais!;
    never mind (it doesn't matter) cela ne fait rien, tant pis; (don't worry) ne vous en faites pas;
    never you mind! (don't worry) ne vous en faites pas!; (mind your own business) ce n'est pas votre affaire!;
    never mind about the money now ne t'en fais pas pour l'argent, on verra plus tard
    (c) British (be careful) faire attention;
    mind when you cross the road fais attention en traversant la route;
    mind! attention!
    ►► mind reader voyant(e) m,f;
    he must be a mind reader il lit dans les pensées comme dans un livre;
    I'm not a mind reader je ne suis pas devin;
    Marketing mind share part f de notoriété
    British faire attention;
    mind out! attention!;
    mind out for the rocks! attention aux rochers!

    Un panorama unique de l'anglais et du français > mind

  • 9 Historical Portugal

       Before Romans described western Iberia or Hispania as "Lusitania," ancient Iberians inhabited the land. Phoenician and Greek trading settlements grew up in the Tagus estuary area and nearby coasts. Beginning around 202 BCE, Romans invaded what is today southern Portugal. With Rome's defeat of Carthage, Romans proceeded to conquer and rule the western region north of the Tagus, which they named Roman "Lusitania." In the fourth century CE, as Rome's rule weakened, the area experienced yet another invasion—Germanic tribes, principally the Suevi, who eventually were Christianized. During the sixth century CE, the Suevi kingdom was superseded by yet another Germanic tribe—the Christian Visigoths.
       A major turning point in Portugal's history came in 711, as Muslim armies from North Africa, consisting of both Arab and Berber elements, invaded the Iberian Peninsula from across the Straits of Gibraltar. They entered what is now Portugal in 714, and proceeded to conquer most of the country except for the far north. For the next half a millennium, Islam and Muslim presence in Portugal left a significant mark upon the politics, government, language, and culture of the country.
       Islam, Reconquest, and Portugal Created, 714-1140
       The long frontier struggle between Muslim invaders and Christian communities in the north of the Iberian peninsula was called the Reconquista (Reconquest). It was during this struggle that the first dynasty of Portuguese kings (Burgundian) emerged and the independent monarchy of Portugal was established. Christian forces moved south from what is now the extreme north of Portugal and gradually defeated Muslim forces, besieging and capturing towns under Muslim sway. In the ninth century, as Christian forces slowly made their way southward, Christian elements were dominant only in the area between Minho province and the Douro River; this region became known as "territorium Portu-calense."
       In the 11th century, the advance of the Reconquest quickened as local Christian armies were reinforced by crusading knights from what is now France and England. Christian forces took Montemor (1034), at the Mondego River; Lamego (1058); Viseu (1058); and Coimbra (1064). In 1095, the king of Castile and Léon granted the country of "Portu-cale," what became northern Portugal, to a Burgundian count who had emigrated from France. This was the foundation of Portugal. In 1139, a descendant of this count, Afonso Henriques, proclaimed himself "King of Portugal." He was Portugal's first monarch, the "Founder," and the first of the Burgundian dynasty, which ruled until 1385.
       The emergence of Portugal in the 12th century as a separate monarchy in Iberia occurred before the Christian Reconquest of the peninsula. In the 1140s, the pope in Rome recognized Afonso Henriques as king of Portugal. In 1147, after a long, bloody siege, Muslim-occupied Lisbon fell to Afonso Henriques's army. Lisbon was the greatest prize of the 500-year war. Assisting this effort were English crusaders on their way to the Holy Land; the first bishop of Lisbon was an Englishman. When the Portuguese captured Faro and Silves in the Algarve province in 1248-50, the Reconquest of the extreme western portion of the Iberian peninsula was complete—significantly, more than two centuries before the Spanish crown completed the Reconquest of the eastern portion by capturing Granada in 1492.
       Consolidation and Independence of Burgundian Portugal, 1140-1385
       Two main themes of Portugal's early existence as a monarchy are the consolidation of control over the realm and the defeat of a Castil-ian threat from the east to its independence. At the end of this period came the birth of a new royal dynasty (Aviz), which prepared to carry the Christian Reconquest beyond continental Portugal across the straits of Gibraltar to North Africa. There was a variety of motives behind these developments. Portugal's independent existence was imperiled by threats from neighboring Iberian kingdoms to the north and east. Politics were dominated not only by efforts against the Muslims in
       Portugal (until 1250) and in nearby southern Spain (until 1492), but also by internecine warfare among the kingdoms of Castile, Léon, Aragon, and Portugal. A final comeback of Muslim forces was defeated at the battle of Salado (1340) by allied Castilian and Portuguese forces. In the emerging Kingdom of Portugal, the monarch gradually gained power over and neutralized the nobility and the Church.
       The historic and commonplace Portuguese saying "From Spain, neither a good wind nor a good marriage" was literally played out in diplomacy and war in the late 14th-century struggles for mastery in the peninsula. Larger, more populous Castile was pitted against smaller Portugal. Castile's Juan I intended to force a union between Castile and Portugal during this era of confusion and conflict. In late 1383, Portugal's King Fernando, the last king of the Burgundian dynasty, suddenly died prematurely at age 38, and the Master of Aviz, Portugal's most powerful nobleman, took up the cause of independence and resistance against Castile's invasion. The Master of Aviz, who became King João I of Portugal, was able to obtain foreign assistance. With the aid of English archers, Joao's armies defeated the Castilians in the crucial battle of Aljubarrota, on 14 August 1385, a victory that assured the independence of the Portuguese monarchy from its Castilian nemesis for several centuries.
       Aviz Dynasty and Portugal's First Overseas Empire, 1385-1580
       The results of the victory at Aljubarrota, much celebrated in Portugal's art and monuments, and the rise of the Aviz dynasty also helped to establish a new merchant class in Lisbon and Oporto, Portugal's second city. This group supported King João I's program of carrying the Reconquest to North Africa, since it was interested in expanding Portugal's foreign commerce and tapping into Muslim trade routes and resources in Africa. With the Reconquest against the Muslims completed in Portugal and the threat from Castile thwarted for the moment, the Aviz dynasty launched an era of overseas conquest, exploration, and trade. These efforts dominated Portugal's 15th and 16th centuries.
       The overseas empire and age of Discoveries began with Portugal's bold conquest in 1415 of the Moroccan city of Ceuta. One royal member of the 1415 expedition was young, 21-year-old Prince Henry, later known in history as "Prince Henry the Navigator." His part in the capture of Ceuta won Henry his knighthood and began Portugal's "Marvelous Century," during which the small kingdom was counted as a European and world power of consequence. Henry was the son of King João I and his English queen, Philippa of Lancaster, but he did not inherit the throne. Instead, he spent most of his life and his fortune, and that of the wealthy military Order of Christ, on various imperial ventures and on voyages of exploration down the African coast and into the Atlantic. While mythology has surrounded Henry's controversial role in the Discoveries, and this role has been exaggerated, there is no doubt that he played a vital part in the initiation of Portugal's first overseas empire and in encouraging exploration. He was naturally curious, had a sense of mission for Portugal, and was a strong leader. He also had wealth to expend; at least a third of the African voyages of the time were under his sponsorship. If Prince Henry himself knew little science, significant scientific advances in navigation were made in his day.
       What were Portugal's motives for this new imperial effort? The well-worn historical cliche of "God, Glory, and Gold" can only partly explain the motivation of a small kingdom with few natural resources and barely 1 million people, which was greatly outnumbered by the other powers it confronted. Among Portuguese objectives were the desire to exploit known North African trade routes and resources (gold, wheat, leather, weaponry, and other goods that were scarce in Iberia); the need to outflank the Muslim world in the Mediterranean by sailing around Africa, attacking Muslims en route; and the wish to ally with Christian kingdoms beyond Africa. This enterprise also involved a strategy of breaking the Venetian spice monopoly by trading directly with the East by means of discovering and exploiting a sea route around Africa to Asia. Besides the commercial motives, Portugal nurtured a strong crusading sense of Christian mission, and various classes in the kingdom saw an opportunity for fame and gain.
       By the time of Prince Henry's death in 1460, Portugal had gained control of the Atlantic archipelagos of the Azores and Madeiras, begun to colonize the Cape Verde Islands, failed to conquer the Canary Islands from Castile, captured various cities on Morocco's coast, and explored as far as Senegal, West Africa, down the African coast. By 1488, Bar-tolomeu Dias had rounded the Cape of Good Hope in South Africa and thereby discovered the way to the Indian Ocean.
       Portugal's largely coastal African empire and later its fragile Asian empire brought unexpected wealth but were purchased at a high price. Costs included wars of conquest and defense against rival powers, manning the far-flung navel and trade fleets and scattered castle-fortresses, and staffing its small but fierce armies, all of which entailed a loss of skills and population to maintain a scattered empire. Always short of capital, the monarchy became indebted to bankers. There were many defeats beginning in the 16th century at the hands of the larger imperial European monarchies (Spain, France, England, and Holland) and many attacks on Portugal and its strung-out empire. Typically, there was also the conflict that arose when a tenuously held world empire that rarely if ever paid its way demanded finance and manpower Portugal itself lacked.
       The first 80 years of the glorious imperial era, the golden age of Portugal's imperial power and world influence, was an African phase. During 1415-88, Portuguese navigators and explorers in small ships, some of them caravelas (caravels), explored the treacherous, disease-ridden coasts of Africa from Morocco to South Africa beyond the Cape of Good Hope. By the 1470s, the Portuguese had reached the Gulf of Guinea and, in the early 1480s, what is now Angola. Bartolomeu Dias's extraordinary voyage of 1487-88 to South Africa's coast and the edge of the Indian Ocean convinced Portugal that the best route to Asia's spices and Christians lay south, around the tip of southern Africa. Between 1488 and 1495, there was a hiatus caused in part by domestic conflict in Portugal, discussion of resources available for further conquests beyond Africa in Asia, and serious questions as to Portugal's capacity to reach beyond Africa. In 1495, King Manuel and his council decided to strike for Asia, whatever the consequences. In 1497-99, Vasco da Gama, under royal orders, made the epic two-year voyage that discovered the sea route to western India (Asia), outflanked Islam and Venice, and began Portugal's Asian empire. Within 50 years, Portugal had discovered and begun the exploitation of its largest colony, Brazil, and set up forts and trading posts from the Middle East (Aden and Ormuz), India (Calicut, Goa, etc.), Malacca, and Indonesia to Macau in China.
       By the 1550s, parts of its largely coastal, maritime trading post empire from Morocco to the Moluccas were under siege from various hostile forces, including Muslims, Christians, and Hindi. Although Moroccan forces expelled the Portuguese from the major coastal cities by 1550, the rival European monarchies of Castile (Spain), England, France, and later Holland began to seize portions of her undermanned, outgunned maritime empire.
       In 1580, Phillip II of Spain, whose mother was a Portuguese princess and who had a strong claim to the Portuguese throne, invaded Portugal, claimed the throne, and assumed control over the realm and, by extension, its African, Asian, and American empires. Phillip II filled the power vacuum that appeared in Portugal following the loss of most of Portugal's army and its young, headstrong King Sebastião in a disastrous war in Morocco. Sebastiao's death in battle (1578) and the lack of a natural heir to succeed him, as well as the weak leadership of the cardinal who briefly assumed control in Lisbon, led to a crisis that Spain's strong monarch exploited. As a result, Portugal lost its independence to Spain for a period of 60 years.
       Portugal under Spanish Rule, 1580-1640
       Despite the disastrous nature of Portugal's experience under Spanish rule, "The Babylonian Captivity" gave birth to modern Portuguese nationalism, its second overseas empire, and its modern alliance system with England. Although Spain allowed Portugal's weakened empire some autonomy, Spanish rule in Portugal became increasingly burdensome and unacceptable. Spain's ambitious imperial efforts in Europe and overseas had an impact on the Portuguese as Spain made greater and greater demands on its smaller neighbor for manpower and money. Portugal's culture underwent a controversial Castilianization, while its empire became hostage to Spain's fortunes. New rival powers England, France, and Holland attacked and took parts of Spain's empire and at the same time attacked Portugal's empire, as well as the mother country.
       Portugal's empire bore the consequences of being attacked by Spain's bitter enemies in what was a form of world war. Portuguese losses were heavy. By 1640, Portugal had lost most of its Moroccan cities as well as Ceylon, the Moluccas, and sections of India. With this, Portugal's Asian empire was gravely weakened. Only Goa, Damão, Diu, Bombay, Timor, and Macau remained and, in Brazil, Dutch forces occupied the northeast.
       On 1 December 1640, long commemorated as a national holiday, Portuguese rebels led by the duke of Braganza overthrew Spanish domination and took advantage of Spanish weakness following a more serious rebellion in Catalonia. Portugal regained independence from Spain, but at a price: dependence on foreign assistance to maintain its independence in the form of the renewal of the alliance with England.
       Restoration and Second Empire, 1640-1822
       Foreign affairs and empire dominated the restoration era and aftermath, and Portugal again briefly enjoyed greater European power and prestige. The Anglo-Portuguese Alliance was renewed and strengthened in treaties of 1642, 1654, and 1661, and Portugal's independence from Spain was underwritten by English pledges and armed assistance. In a Luso-Spanish treaty of 1668, Spain recognized Portugal's independence. Portugal's alliance with England was a marriage of convenience and necessity between two monarchies with important religious, cultural, and social differences. In return for legal, diplomatic, and trade privileges, as well as the use during war and peace of Portugal's great Lisbon harbor and colonial ports for England's navy, England pledged to protect Portugal and its scattered empire from any attack. The previously cited 17th-century alliance treaties were renewed later in the Treaty of Windsor, signed in London in 1899. On at least 10 different occasions after 1640, and during the next two centuries, England was central in helping prevent or repel foreign invasions of its ally, Portugal.
       Portugal's second empire (1640-1822) was largely Brazil-oriented. Portuguese colonization, exploitation of wealth, and emigration focused on Portuguese America, and imperial revenues came chiefly from Brazil. Between 1670 and 1740, Portugal's royalty and nobility grew wealthier on funds derived from Brazilian gold, diamonds, sugar, tobacco, and other crops, an enterprise supported by the Atlantic slave trade and the supply of African slave labor from West Africa and Angola. Visitors today can see where much of that wealth was invested: Portugal's rich legacy of monumental architecture. Meanwhile, the African slave trade took a toll in Angola and West Africa.
       In continental Portugal, absolutist monarchy dominated politics and government, and there was a struggle for position and power between the monarchy and other institutions, such as the Church and nobility. King José I's chief minister, usually known in history as the marquis of Pombal (ruled 1750-77), sharply suppressed the nobility and the
       Church (including the Inquisition, now a weak institution) and expelled the Jesuits. Pombal also made an effort to reduce economic dependence on England, Portugal's oldest ally. But his successes did not last much beyond his disputed time in office.
       Beginning in the late 18th century, the European-wide impact of the French Revolution and the rise of Napoleon placed Portugal in a vulnerable position. With the monarchy ineffectively led by an insane queen (Maria I) and her indecisive regent son (João VI), Portugal again became the focus of foreign ambition and aggression. With England unable to provide decisive assistance in time, France—with Spain's consent—invaded Portugal in 1807. As Napoleon's army under General Junot entered Lisbon meeting no resistance, Portugal's royal family fled on a British fleet to Brazil, where it remained in exile until 1821. In the meantime, Portugal's overseas empire was again under threat. There was a power vacuum as the monarch was absent, foreign armies were present, and new political notions of liberalism and constitutional monarchy were exciting various groups of citizens.
       Again England came to the rescue, this time in the form of the armies of the duke of Wellington. Three successive French invasions of Portugal were defeated and expelled, and Wellington succeeded in carrying the war against Napoleon across the Portuguese frontier into Spain. The presence of the English army, the new French-born liberal ideas, and the political vacuum combined to create revolutionary conditions. The French invasions and the peninsular wars, where Portuguese armed forces played a key role, marked the beginning of a new era in politics.
       Liberalism and Constitutional Monarchy, 1822-1910
       During 1807-22, foreign invasions, war, and civil strife over conflicting political ideas gravely damaged Portugal's commerce, economy, and novice industry. The next terrible blow was the loss of Brazil in 1822, the jewel in the imperial crown. Portugal's very independence seemed to be at risk. In vain, Portugal sought to resist Brazilian independence by force, but in 1825 it formally acknowledged Brazilian independence by treaty.
       Portugal's slow recovery from the destructive French invasions and the "war of independence" was complicated by civil strife over the form of constitutional monarchy that best suited Portugal. After struggles over these issues between 1820 and 1834, Portugal settled somewhat uncertainly into a moderate constitutional monarchy whose constitution (Charter of 1826) lent it strong political powers to exert a moderating influence between the executive and legislative branches of the government. It also featured a new upper middle class based on land ownership and commerce; a Catholic Church that, although still important, lived with reduced privileges and property; a largely African (third) empire to which Lisbon and Oporto devoted increasing spiritual and material resources, starting with the liberal imperial plans of 1836 and 1851, and continuing with the work of institutions like the Lisbon Society of Geography (established 1875); and a mass of rural peasants whose bonds to the land weakened after 1850 and who began to immigrate in increasing numbers to Brazil and North America.
       Chronic military intervention in national politics began in 19th-century Portugal. Such intervention, usually commencing with coups or pronunciamentos (military revolts), was a shortcut to the spoils of political office and could reflect popular discontent as well as the power of personalities. An early example of this was the 1817 golpe (coup) attempt of General Gomes Freire against British military rule in Portugal before the return of King João VI from Brazil. Except for a more stable period from 1851 to 1880, military intervention in politics, or the threat thereof, became a feature of the constitutional monarchy's political life, and it continued into the First Republic and the subsequent Estado Novo.
       Beginning with the Regeneration period (1851-80), Portugal experienced greater political stability and economic progress. Military intervention in politics virtually ceased; industrialization and construction of railroads, roads, and bridges proceeded; two political parties (Regenerators and Historicals) worked out a system of rotation in power; and leading intellectuals sparked a cultural revival in several fields. In 19th-century literature, there was a new golden age led by such figures as Alexandre Herculano (historian), Eça de Queirós (novelist), Almeida Garrett (playwright and essayist), Antero de Quental (poet), and Joaquim Oliveira Martins (historian and social scientist). In its third overseas empire, Portugal attempted to replace the slave trade and slavery with legitimate economic activities; to reform the administration; and to expand Portuguese holdings beyond coastal footholds deep into the African hinterlands in West, West Central, and East Africa. After 1841, to some extent, and especially after 1870, colonial affairs, combined with intense nationalism, pressures for economic profit in Africa, sentiment for national revival, and the drift of European affairs would make or break Lisbon governments.
       Beginning with the political crisis that arose out of the "English Ultimatum" affair of January 1890, the monarchy became discredtted and identified with the poorly functioning government, political parties splintered, and republicanism found more supporters. Portugal participated in the "Scramble for Africa," expanding its African holdings, but failed to annex territory connecting Angola and Mozambique. A growing foreign debt and state bankruptcy as of the early 1890s damaged the constitutional monarchy's reputation, despite the efforts of King Carlos in diplomacy, the renewal of the alliance in the Windsor Treaty of 1899, and the successful if bloody colonial wars in the empire (1880-97). Republicanism proclaimed that Portugal's weak economy and poor society were due to two historic institutions: the monarchy and the Catholic Church. A republic, its stalwarts claimed, would bring greater individual liberty; efficient, if more decentralized government; and a stronger colonial program while stripping the Church of its role in both society and education.
       As the monarchy lost support and republicans became more aggressive, violence increased in politics. King Carlos I and his heir Luís were murdered in Lisbon by anarchist-republicans on 1 February 1908. Following a military and civil insurrection and fighting between monarchist and republican forces, on 5 October 1910, King Manuel II fled Portugal and a republic was proclaimed.
       First Parliamentary Republic, 1910-26
       Portugal's first attempt at republican government was the most unstable, turbulent parliamentary republic in the history of 20th-century Western Europe. During a little under 16 years of the republic, there were 45 governments, a number of legislatures that did not complete normal terms, military coups, and only one president who completed his four-year term in office. Portuguese society was poorly prepared for this political experiment. Among the deadly legacies of the monarchy were a huge public debt; a largely rural, apolitical, and illiterate peasant population; conflict over the causes of the country's misfortunes; and lack of experience with a pluralist, democratic system.
       The republic had some talented leadership but lacked popular, institutional, and economic support. The 1911 republican constitution established only a limited democracy, as only a small portion of the adult male citizenry was eligible to vote. In a country where the majority was Catholic, the republic passed harshly anticlerical laws, and its institutions and supporters persecuted both the Church and its adherents. During its brief disjointed life, the First Republic drafted important reform plans in economic, social, and educational affairs; actively promoted development in the empire; and pursued a liberal, generous foreign policy. Following British requests for Portugal's assistance in World War I, Portugal entered the war on the Allied side in March 1916 and sent armies to Flanders and Portuguese Africa. Portugal's intervention in that conflict, however, was too costly in many respects, and the ultimate failure of the republic in part may be ascribed to Portugal's World War I activities.
       Unfortunately for the republic, its time coincided with new threats to Portugal's African possessions: World War I, social and political demands from various classes that could not be reconciled, excessive military intervention in politics, and, in particular, the worst economic and financial crisis Portugal had experienced since the 16th and 17th centuries. After the original Portuguese Republican Party (PRP, also known as the "Democrats") splintered into three warring groups in 1912, no true multiparty system emerged. The Democrats, except for only one or two elections, held an iron monopoly of electoral power, and political corruption became a major issue. As extreme right-wing dictatorships elsewhere in Europe began to take power in Italy (1922), neighboring Spain (1923), and Greece (1925), what scant popular support remained for the republic collapsed. Backed by a right-wing coalition of landowners from Alentejo, clergy, Coimbra University faculty and students, Catholic organizations, and big business, career military officers led by General Gomes da Costa executed a coup on 28 May 1926, turned out the last republican government, and established a military government.
       The Estado Novo (New State), 1926-74
       During the military phase (1926-32) of the Estado Novo, professional military officers, largely from the army, governed and administered Portugal and held key cabinet posts, but soon discovered that the military possessed no magic formula that could readily solve the problems inherited from the First Republic. Especially during the years 1926-31, the military dictatorship, even with its political repression of republican activities and institutions (military censorship of the press, political police action, and closure of the republic's rowdy parliament), was characterized by similar weaknesses: personalism and factionalism; military coups and political instability, including civil strife and loss of life; state debt and bankruptcy; and a weak economy. "Barracks parliamentarism" was not an acceptable alternative even to the "Nightmare Republic."
       Led by General Óscar Carmona, who had replaced and sent into exile General Gomes da Costa, the military dictatorship turned to a civilian expert in finance and economics to break the budget impasse and bring coherence to the disorganized system. Appointed minister of finance on 27 April 1928, the Coimbra University Law School professor of economics Antônio de Oliveira Salazar (1889-1970) first reformed finance, helped balance the budget, and then turned to other concerns as he garnered extraordinary governing powers. In 1930, he was appointed interim head of another key ministry (Colonies) and within a few years had become, in effect, a civilian dictator who, with the military hierarchy's support, provided the government with coherence, a program, and a set of policies.
       For nearly 40 years after he was appointed the first civilian prime minister in 1932, Salazar's personality dominated the government. Unlike extreme right-wing dictators elsewhere in Europe, Salazar was directly appointed by the army but was never endorsed by a popular political party, street militia, or voter base. The scholarly, reclusive former Coimbra University professor built up what became known after 1932 as the Estado Novo ("New State"), which at the time of its overthrow by another military coup in 1974, was the longest surviving authoritarian regime in Western Europe. The system of Salazar and the largely academic and technocratic ruling group he gathered in his cabinets was based on the central bureaucracy of the state, which was supported by the president of the republic—always a senior career military officer, General Óscar Carmona (1928-51), General Craveiro Lopes (1951-58), and Admiral Américo Tómaz (1958-74)—and the complicity of various institutions. These included a rubber-stamp legislature called the National Assembly (1935-74) and a political police known under various names: PVDE (1932-45), PIDE (1945-69),
       and DGS (1969-74). Other defenders of the Estado Novo security were paramilitary organizations such as the National Republican Guard (GNR); the Portuguese Legion (PL); and the Portuguese Youth [Movement]. In addition to censorship of the media, theater, and books, there was political repression and a deliberate policy of depoliticization. All political parties except for the approved movement of regime loyalists, the União Nacional or (National Union), were banned.
       The most vigorous and more popular period of the New State was 1932-44, when the basic structures were established. Never monolithic or entirely the work of one person (Salazar), the New State was constructed with the assistance of several dozen top associates who were mainly academics from law schools, some technocrats with specialized skills, and a handful of trusted career military officers. The 1933 Constitution declared Portugal to be a "unitary, corporative Republic," and pressures to restore the monarchy were resisted. Although some of the regime's followers were fascists and pseudofascists, many more were conservative Catholics, integralists, nationalists, and monarchists of different varieties, and even some reactionary republicans. If the New State was authoritarian, it was not totalitarian and, unlike fascism in Benito Mussolini's Italy or Adolf Hitler's Germany, it usually employed the minimum of violence necessary to defeat what remained a largely fractious, incoherent opposition.
       With the tumultuous Second Republic and the subsequent civil war in nearby Spain, the regime felt threatened and reinforced its defenses. During what Salazar rightly perceived as a time of foreign policy crisis for Portugal (1936-45), he assumed control of the Ministry of Foreign Affairs. From there, he pursued four basic foreign policy objectives: supporting the Nationalist rebels of General Francisco Franco in the Spanish Civil War (1936-39) and concluding defense treaties with a triumphant Franco; ensuring that General Franco in an exhausted Spain did not enter World War II on the Axis side; maintaining Portuguese neutrality in World War II with a post-1942 tilt toward the Allies, including granting Britain and the United States use of bases in the Azores Islands; and preserving and protecting Portugal's Atlantic Islands and its extensive, if poor, overseas empire in Africa and Asia.
       During the middle years of the New State (1944-58), many key Salazar associates in government either died or resigned, and there was greater social unrest in the form of unprecedented strikes and clandestine Communist activities, intensified opposition, and new threatening international pressures on Portugal's overseas empire. During the earlier phase of the Cold War (1947-60), Portugal became a steadfast, if weak, member of the US-dominated North Atlantic Treaty Organization alliance and, in 1955, with American support, Portugal joined the United Nations (UN). Colonial affairs remained a central concern of the regime. As of 1939, Portugal was the third largest colonial power in the world and possessed territories in tropical Africa (Angola, Mozambique, Guinea-Bissau, and São Tomé and Príncipe Islands) and the remnants of its 16th-century empire in Asia (Goa, Damão, Diu, East Timor, and Macau). Beginning in the early 1950s, following the independence of India in 1947, Portugal resisted Indian pressures to decolonize Portuguese India and used police forces to discourage internal opposition in its Asian and African colonies.
       The later years of the New State (1958-68) witnessed the aging of the increasingly isolated but feared Salazar and new threats both at home and overseas. Although the regime easily overcame the brief oppositionist threat from rival presidential candidate General Humberto Delgado in the spring of 1958, new developments in the African and Asian empires imperiled the authoritarian system. In February 1961, oppositionists hijacked the Portuguese ocean liner Santa Maria and, in following weeks, African insurgents in northern Angola, although they failed to expel the Portuguese, gained worldwide media attention, discredited the New State, and began the 13-year colonial war. After thwarting a dissident military coup against his continued leadership, Salazar and his ruling group mobilized military repression in Angola and attempted to develop the African colonies at a faster pace in order to ensure Portuguese control. Meanwhile, the other European colonial powers (Britain, France, Belgium, and Spain) rapidly granted political independence to their African territories.
       At the time of Salazar's removal from power in September 1968, following a stroke, Portugal's efforts to maintain control over its colonies appeared to be successful. President Americo Tomás appointed Dr. Marcello Caetano as Salazar's successor as prime minister. While maintaining the New State's basic structures, and continuing the regime's essential colonial policy, Caetano attempted wider reforms in colonial administration and some devolution of power from Lisbon, as well as more freedom of expression in Lisbon. Still, a great deal of the budget was devoted to supporting the wars against the insurgencies in Africa. Meanwhile in Asia, Portuguese India had fallen when the Indian army invaded in December 1961. The loss of Goa was a psychological blow to the leadership of the New State, and of the Asian empire only East Timor and Macau remained.
       The Caetano years (1968-74) were but a hiatus between the waning Salazar era and a new regime. There was greater political freedom and rapid economic growth (5-6 percent annually to late 1973), but Caetano's government was unable to reform the old system thoroughly and refused to consider new methods either at home or in the empire. In the end, regime change came from junior officers of the professional military who organized the Armed Forces Movement (MFA) against the Caetano government. It was this group of several hundred officers, mainly in the army and navy, which engineered a largely bloodless coup in Lisbon on 25 April 1974. Their unexpected action brought down the 48-year-old New State and made possible the eventual establishment and consolidation of democratic governance in Portugal, as well as a reorientation of the country away from the Atlantic toward Europe.
       Revolution of Carnations, 1974-76
       Following successful military operations of the Armed Forces Movement against the Caetano government, Portugal experienced what became known as the "Revolution of Carnations." It so happened that during the rainy week of the military golpe, Lisbon flower shops were featuring carnations, and the revolutionaries and their supporters adopted the red carnation as the common symbol of the event, as well as of the new freedom from dictatorship. The MFA, whose leaders at first were mostly little-known majors and captains, proclaimed a three-fold program of change for the new Portugal: democracy; decolonization of the overseas empire, after ending the colonial wars; and developing a backward economy in the spirit of opportunity and equality. During the first 24 months after the coup, there was civil strife, some anarchy, and a power struggle. With the passing of the Estado Novo, public euphoria burst forth as the new provisional military government proclaimed the freedoms of speech, press, and assembly, and abolished censorship, the political police, the Portuguese Legion, Portuguese Youth, and other New State organizations, including the National Union. Scores of political parties were born and joined the senior political party, the Portuguese Community Party (PCP), and the Socialist Party (PS), founded shortly before the coup.
       Portugal's Revolution of Carnations went through several phases. There was an attempt to take control by radical leftists, including the PCP and its allies. This was thwarted by moderate officers in the army, as well as by the efforts of two political parties: the PS and the Social Democrats (PPD, later PSD). The first phase was from April to September 1974. Provisional president General Antonio Spínola, whose 1974 book Portugal and the Future had helped prepare public opinion for the coup, met irresistible leftist pressures. After Spinola's efforts to avoid rapid decolonization of the African empire failed, he resigned in September 1974. During the second phase, from September 1974 to March 1975, radical military officers gained control, but a coup attempt by General Spínola and his supporters in Lisbon in March 1975 failed and Spínola fled to Spain.
       In the third phase of the Revolution, March-November 1975, a strong leftist reaction followed. Farm workers occupied and "nationalized" 1.1 million hectares of farmland in the Alentejo province, and radical military officers in the provisional government ordered the nationalization of Portuguese banks (foreign banks were exempted), utilities, and major industries, or about 60 percent of the economic system. There were power struggles among various political parties — a total of 50 emerged—and in the streets there was civil strife among labor, military, and law enforcement groups. A constituent assembly, elected on 25 April 1975, in Portugal's first free elections since 1926, drafted a democratic constitution. The Council of the Revolution (CR), briefly a revolutionary military watchdog committee, was entrenched as part of the government under the constitution, until a later revision. During the chaotic year of 1975, about 30 persons were killed in political frays while unstable provisional governments came and went. On 25 November 1975, moderate military forces led by Colonel Ramalho Eanes, who later was twice elected president of the republic (1976 and 1981), defeated radical, leftist military groups' revolutionary conspiracies.
       In the meantime, Portugal's scattered overseas empire experienced a precipitous and unprepared decolonization. One by one, the former colonies were granted and accepted independence—Guinea-Bissau (September 1974), Cape Verde Islands (July 1975), and Mozambique (July 1975). Portugal offered to turn over Macau to the People's Republic of China, but the offer was refused then and later negotiations led to the establishment of a formal decolonization or hand-over date of 1999. But in two former colonies, the process of decolonization had tragic results.
       In Angola, decolonization negotiations were greatly complicated by the fact that there were three rival nationalist movements in a struggle for power. The January 1975 Alvor Agreement signed by Portugal and these three parties was not effectively implemented. A bloody civil war broke out in Angola in the spring of 1975 and, when Portuguese armed forces withdrew and declared that Angola was independent on 11 November 1975, the bloodshed only increased. Meanwhile, most of the white Portuguese settlers from Angola and Mozambique fled during the course of 1975. Together with African refugees, more than 600,000 of these retornados ("returned ones") went by ship and air to Portugal and thousands more to Namibia, South Africa, Brazil, Canada, and the United States.
       The second major decolonization disaster was in Portugal's colony of East Timor in the Indonesian archipelago. Portugal's capacity to supervise and control a peaceful transition to independence in this isolated, neglected colony was limited by the strength of giant Indonesia, distance from Lisbon, and Portugal's revolutionary disorder and inability to defend Timor. In early December 1975, before Portugal granted formal independence and as one party, FRETILIN, unilaterally declared East Timor's independence, Indonesia's armed forces invaded, conquered, and annexed East Timor. Indonesian occupation encountered East Timorese resistance, and a heavy loss of life followed. The East Timor question remained a contentious international issue in the UN, as well as in Lisbon and Jakarta, for more than 20 years following Indonesia's invasion and annexation of the former colony of Portugal. Major changes occurred, beginning in 1998, after Indonesia underwent a political revolution and allowed a referendum in East Timor to decide that territory's political future in August 1999. Most East Timorese chose independence, but Indonesian forces resisted that verdict until
       UN intervention in September 1999. Following UN rule for several years, East Timor attained full independence on 20 May 2002.
       Consolidation of Democracy, 1976-2000
       After several free elections and record voter turnouts between 25 April 1975 and June 1976, civil war was averted and Portugal's second democratic republic began to stabilize. The MFA was dissolved, the military were returned to the barracks, and increasingly elected civilians took over the government of the country. The 1976 Constitution was revised several times beginning in 1982 and 1989, in order to reempha-size the principle of free enterprise in the economy while much of the large, nationalized sector was privatized. In June 1976, General Ram-alho Eanes was elected the first constitutional president of the republic (five-year term), and he appointed socialist leader Dr. Mário Soares as prime minister of the first constitutional government.
       From 1976 to 1985, Portugal's new system featured a weak economy and finances, labor unrest, and administrative and political instability. The difficult consolidation of democratic governance was eased in part by the strong currency and gold reserves inherited from the Estado Novo, but Lisbon seemed unable to cope with high unemployment, new debt, the complex impact of the refugees from Africa, world recession, and the agitation of political parties. Four major parties emerged from the maelstrom of 1974-75, except for the Communist Party, all newly founded. They were, from left to right, the Communists (PCP); the Socialists (PS), who managed to dominate governments and the legislature but not win a majority in the Assembly of the Republic; the Social Democrats (PSD); and the Christian Democrats (CDS). During this period, the annual growth rate was low (l-2 percent), and the nationalized sector of the economy stagnated.
       Enhanced economic growth, greater political stability, and more effective central government as of 1985, and especially 1987, were due to several developments. In 1977, Portugal applied for membership in the European Economic Community (EEC), now the European Union (EU) since 1993. In January 1986, with Spain, Portugal was granted membership, and economic and financial progress in the intervening years has been significantly influenced by the comparatively large investment, loans, technology, advice, and other assistance from the EEC. Low unemployment, high annual growth rates (5 percent), and moderate inflation have also been induced by the new political and administrative stability in Lisbon. Led by Prime Minister Cavaco Silva, an economist who was trained abroad, the PSD's strong organization, management, and electoral support since 1985 have assisted in encouraging economic recovery and development. In 1985, the PSD turned the PS out of office and won the general election, although they did not have an absolute majority of assembly seats. In 1986, Mário Soares was elected president of the republic, the first civilian to hold that office since the First Republic. In the elections of 1987 and 1991, however, the PSD was returned to power with clear majorities of over 50 percent of the vote.
       Although the PSD received 50.4 percent of the vote in the 1991 parliamentary elections and held a 42-seat majority in the Assembly of the Republic, the party began to lose public support following media revelations regarding corruption and complaints about Prime Minister Cavaco Silva's perceived arrogant leadership style. President Mário Soares voiced criticism of the PSD's seemingly untouchable majority and described a "tyranny of the majority." Economic growth slowed down. In the parliamentary elections of 1995 and the presidential election of 1996, the PSD's dominance ended for the time being. Prime Minister Antônio Guterres came to office when the PS won the October 1995 elections, and in the subsequent presidential contest, in January 1996, socialist Jorge Sampaio, the former mayor of Lisbon, was elected president of the republic, thus defeating Cavaco Silva's bid. Young and popular, Guterres moved the PS toward the center of the political spectrum. Under Guterres, the PS won the October 1999 parliamentary elections. The PS defeated the PSD but did not manage to win a clear, working majority of seats, and this made the PS dependent upon alliances with smaller parties, including the PCP.
       In the local elections in December 2001, the PSD's criticism of PS's heavy public spending allowed the PSD to take control of the key cities of Lisbon, Oporto, and Coimbra. Guterres resigned, and parliamentary elections were brought forward from 2004 to March 2002. The PSD won a narrow victory with 40 percent of the votes, and Jose Durão Barroso became prime minister. Having failed to win a majority of the seats in parliament forced the PSD to govern in coalition with the right-wing Popular Party (PP) led by Paulo Portas. Durão Barroso set about reducing government spending by cutting the budgets of local authorities, freezing civil service hiring, and reviving the economy by accelerating privatization of state-owned enterprises. These measures provoked a 24-hour strike by public-sector workers. Durão Barroso reacted with vows to press ahead with budget-cutting measures and imposed a wage freeze on all employees earning more than €1,000, which affected more than one-half of Portugal's work force.
       In June 2004, Durão Barroso was invited by Romano Prodi to succeed him as president of the European Commission. Durão Barroso accepted and resigned the prime ministership in July. Pedro Santana Lopes, the leader of the PSD, became prime minister. Already unpopular at the time of Durão Barroso's resignation, the PSD-led government became increasingly unpopular under Santana Lopes. A month-long delay in the start of the school year and confusion over his plan to cut taxes and raise public-sector salaries, eroded confidence even more. By November, Santana Lopes's government was so unpopular that President Jorge Sampaio was obliged to dissolve parliament and hold new elections, two years ahead of schedule.
       Parliamentary elections were held on 20 February 2005. The PS, which had promised the electorate disciplined and transparent governance, educational reform, the alleviation of poverty, and a boost in employment, won 45 percent of the vote and the majority of the seats in parliament. The leader of the PS, José Sôcrates became prime minister on 12 March 2005. In the regularly scheduled presidential elections held on 6 January 2006, the former leader of the PSD and prime minister, Aníbal Cavaco Silva, won a narrow victory and became president on 9 March 2006. With a mass protest, public teachers' strike, and street demonstrations in March 2008, Portugal's media, educational, and social systems experienced more severe pressures. With the spreading global recession beginning in September 2008, Portugal's economic and financial systems became more troubled.
       Owing to its geographic location on the southwestern most edge of continental Europe, Portugal has been historically in but not of Europe. Almost from the beginning of its existence in the 12th century as an independent monarchy, Portugal turned its back on Europe and oriented itself toward the Atlantic Ocean. After carving out a Christian kingdom on the western portion of the Iberian peninsula, Portuguese kings gradually built and maintained a vast seaborne global empire that became central to the way Portugal understood its individuality as a nation-state. While the creation of this empire allows Portugal to claim an unusual number of "firsts" or distinctions in world and Western history, it also retarded Portugal's economic, social, and political development. It can be reasonably argued that the Revolution of 25 April 1974 was the most decisive event in Portugal's long history because it finally ended Portugal's oceanic mission and view of itself as an imperial power. After the 1974 Revolution, Portugal turned away from its global mission and vigorously reoriented itself toward Europe. Contemporary Portugal is now both in and of Europe.
       The turn toward Europe began immediately after 25 April 1974. Portugal granted independence to its African colonies in 1975. It was admitted to the European Council and took the first steps toward accession to the European Economic Community (EEC) in 1976. On 28 March 1977, the Portuguese government officially applied for EEC membership. Because of Portugal's economic and social backwardness, which would require vast sums of EEC money to overcome, negotiations for membership were long and difficult. Finally, a treaty of accession was signed on 12 June 1985. Portugal officially joined the EEC (the European Union [EU] since 1993) on 1 January 1986. Since becoming a full-fledged member of the EU, Portugal has been steadily overcoming the economic and social underdevelopment caused by its imperial past and is becoming more like the rest of Europe.
       Membership in the EU has speeded up the structural transformation of Portugal's economy, which actually began during the Estado Novo. Investments made by the Estado Novo in Portugal's economy began to shift employment out of the agricultural sector, which, in 1950, accounted for 50 percent of Portugal's economically active population. Today, only 10 percent of the economically active population is employed in the agricultural sector (the highest among EU member states); 30 percent in the industrial sector (also the highest among EU member states); and 60 percent in the service sector (the lowest among EU member states). The economically active population numbers about 5,000,000 employed, 56 percent of whom are women. Women workers are the majority of the workforce in the agricultural and service sectors (the highest among the EU member states). The expansion of the service sector has been primarily in health care and education. Portugal has had the lowest unemployment rates among EU member states, with the overall rate never being more than 10 percent of the active population. Since joining the EU, the number of employers increased from 2.6 percent to 5.8 percent of the active population; self-employed from 16 to 19 percent; and employees from 65 to 70 percent. Twenty-six percent of the employers are women. Unemployment tends to hit younger workers in industry and transportation, women employed in domestic service, workers on short-term contracts, and poorly educated workers. Salaried workers earn only 63 percent of the EU average, and hourly workers only one-third to one-half of that earned by their EU counterparts. Despite having had the second highest growth of gross national product (GNP) per inhabitant (after Ireland) among EU member states, the above data suggest that while much has been accomplished in terms of modernizing the Portuguese economy, much remains to be done to bring Portugal's economy up to the level of the "average" EU member state.
       Membership in the EU has also speeded up changes in Portuguese society. Over the last 30 years, coastalization and urbanization have intensified. Fully 50 percent of Portuguese live in the coastal urban conurbations of Lisbon, Oporto, Braga, Aveiro, Coimbra, Viseu, Évora, and Faro. The Portuguese population is one of the oldest among EU member states (17.3 percent are 65 years of age or older) thanks to a considerable increase in life expectancy at birth (77.87 years for the total population, 74.6 years for men, 81.36 years for women) and one of the lowest birthrates (10.59 births/1,000) in Europe. Family size averages 2.8 persons per household, with the strict nuclear family (one or two generations) in which both parents work being typical. Common law marriages, cohabitating couples, and single-parent households are more and more common. The divorce rate has also increased. "Youth Culture" has developed. The young have their own meeting places, leisure-time activities, and nightlife (bars, clubs, and discos).
       All Portuguese citizens, whether they have contributed or not, have a right to an old-age pension, invalidity benefits, widowed persons' pension, as well as payments for disabilities, children, unemployment, and large families. There is a national minimum wage (€385 per month), which is low by EU standards. The rapid aging of Portugal's population has changed the ratio of contributors to pensioners to 1.7, the lowest in the EU. This has created deficits in Portugal's social security fund.
       The adult literacy rate is about 92 percent. Illiteracy is still found among the elderly. Although universal compulsory education up to grade 9 was achieved in 1980, only 21.2 percent of the population aged 25-64 had undergone secondary education, compared to an EU average of 65.7 percent. Portugal's higher education system currently consists of 14 state universities and 14 private universities, 15 state polytechnic institutions, one Catholic university, and one military academy. All in all, Portugal spends a greater percentage of its state budget on education than most EU member states. Despite this high level of expenditure, the troubled Portuguese education system does not perform well. Early leaving and repetition rates are among the highest among EU member states.
       After the Revolution of 25 April 1974, Portugal created a National Health Service, which today consists of 221 hospitals and 512 medical centers employing 33,751 doctors and 41,799 nurses. Like its education system, Portugal's medical system is inefficient. There are long waiting lists for appointments with specialists and for surgical procedures.
       Structural changes in Portugal's economy and society mean that social life in Portugal is not too different from that in other EU member states. A mass consumption society has been created. Televisions, telephones, refrigerators, cars, music equipment, mobile phones, and personal computers are commonplace. Sixty percent of Portuguese households possess at least one automobile, and 65 percent of Portuguese own their own home. Portuguese citizens are more aware of their legal rights than ever before. This has resulted in a trebling of the number of legal proceeding since 1960 and an eight-fold increase in the number of lawyers. In general, Portuguese society has become more permissive and secular; the Catholic Church and the armed forces are much less influential than in the past. Portugal's population is also much more culturally, religiously, and ethnically diverse, a consequence of the coming to Portugal of hundreds of thousands of immigrants, mainly from former African colonies.
       Portuguese are becoming more cosmopolitan and sophisticated through the impact of world media, the Internet, and the World Wide Web. A prime case in point came in the summer and early fall of 1999, with the extraordinary events in East Timor and the massive Portuguese popular responses. An internationally monitored referendum in East Timor, Portugal's former colony in the Indonesian archipelago and under Indonesian occupation from late 1975 to summer 1999, resulted in a vote of 78.5 percent for rejecting integration with Indonesia and for independence. When Indonesian prointegration gangs, aided by the Indonesian military, responded to the referendum with widespread brutality and threatened to reverse the verdict of the referendum, there was a spontaneous popular outpouring of protest in the cities and towns of Portugal. An avalanche of Portuguese e-mail fell on leaders and groups in the UN and in certain countries around the world as Portugal's diplomats, perhaps to compensate for the weak initial response to Indonesian armed aggression in 1975, called for the protection of East Timor as an independent state and for UN intervention to thwart Indonesian action. Using global communications networks, the Portuguese were able to mobilize UN and world public opinion against Indonesian actions and aided the eventual independence of East Timor on 20 May 2002.
       From the Revolution of 25 April 1974 until the 1990s, Portugal had a large number of political parties, one of the largest Communist parties in western Europe, frequent elections, and endemic cabinet instability. Since the 1990s, the number of political parties has been dramatically reduced and cabinet stability increased. Gradually, the Portuguese electorate has concentrated around two larger parties, the right-of-center Social Democrats (PSD) and the left-of-center Socialist (PS). In the 1980s, these two parties together garnered 65 percent of the vote and 70 percent of the seats in parliament. In 2005, these percentages had risen to 74 percent and 85 percent, respectively. In effect, Portugal is currently a two-party dominant system in which the two largest parties — PS and PSD—alternate in and out of power, not unlike the rotation of the two main political parties (the Regenerators and the Historicals) during the last decades (1850s to 1880s) of the liberal constitutional monarchy. As Portugal's democracy has consolidated, turnout rates for the eligible electorate have declined. In the 1970s, turnout was 85 percent. In Portugal's most recent parliamentary election (2005), turnout had fallen to 65 percent of the eligible electorate.
       Portugal has benefited greatly from membership in the EU, and whatever doubts remain about the price paid for membership, no Portuguese government in the near future can afford to sever this connection. The vast majority of Portuguese citizens see membership in the EU as a "good thing" and strongly believe that Portugal has benefited from membership. Only the Communist Party opposed membership because it reduces national sovereignty, serves the interests of capitalists not workers, and suffers from a democratic deficit. Despite the high level of support for the EU, Portuguese voters are increasingly not voting in elections for the European Parliament, however. Turnout for European Parliament elections fell from 40 percent of the eligible electorate in the 1999 elections to 38 percent in the 2004 elections.
       In sum, Portugal's turn toward Europe has done much to overcome its backwardness. However, despite the economic, social, and political progress made since 1986, Portugal has a long way to go before it can claim to be on a par with the level found even in Spain, much less the rest of western Europe. As Portugal struggles to move from underde-velopment, especially in the rural areas away from the coast, it must keep in mind the perils of too rapid modern development, which could damage two of its most precious assets: its scenery and environment. The growth and future prosperity of the economy will depend on the degree to which the government and the private sector will remain stewards of clean air, soil, water, and other finite resources on which the tourism industry depends and on which Portugal's world image as a unique place to visit rests. Currently, Portugal is investing heavily in renewable energy from solar, wind, and wave power in order to account for about 50 percent of its electricity needs by 2010. Portugal opened the world's largest solar power plant and the world's first commercial wave power farm in 2006.
       An American documentary film on Portugal produced in the 1970s described this little country as having "a Past in Search of a Future." In the years after the Revolution of 25 April 1974, it could be said that Portugal is now living in "a Present in Search of a Future." Increasingly, that future lies in Europe as an active and productive member of the EU.

    Historical dictionary of Portugal > Historical Portugal

  • 10 take

    take [teɪk]
    prendre1A (a), 1A (b), 1B (a), 1B (c)-(e), 1C (b), 1D (a), 1D (b), 1E (a), 1F (a), 1G (a), 1G (b), 1G (d), 1H (a), 1H (b), 1I (a), 1I (c), 1I (d), 1I (f), 1I (g), 2 (a)-(c) porter1B (a) mener1B (b) conduire1C (a) recevoir1D (c) croire1F (b) supporter1F (d) supposer1G (c) contenir1I (e) passer1I (i)
    (pt took [tʊk], pp taken ['teɪkən])
    A.
    (a) (get hold of) prendre; (seize) prendre, saisir;
    let me take your coat donnez-moi votre manteau;
    she took the book from him elle lui a pris le livre;
    to take sb's hand prendre qn par la main;
    she took his arm elle lui a pris le bras;
    Peter took her in his arms Peter l'a prise dans ses bras;
    the wolf took its prey by the throat le loup a saisi sa proie à la gorge
    (b) (get control of, capture → person) prendre, capturer; (→ fish, game) prendre, attraper; Military prendre, s'emparer de;
    they took the town that night ils prirent ou s'emparèrent de la ville cette nuit-là;
    to take sb prisoner faire qn prisonnier;
    to take sb alive prendre ou capturer qn vivant;
    I took his queen with my rook j'ai pris sa reine avec ma tour;
    to take control of a situation prendre une situation en main;
    we took our courage in both hands nous avons pris notre courage à deux mains;
    you're taking your life in your hands doing that c'est ta vie que tu risques en faisant cela;
    to take the lead in sth (in competition) prendre la tête de qch; (set example) être le premier à faire qch
    B.
    (a) (carry from one place to another) porter, apporter; (carry along, have in one's possession) prendre, emporter;
    she took her mother a cup of tea elle a apporté une tasse de thé à sa mère;
    he took the map with him il a emporté la carte;
    she took some towels up(stairs)/down(stairs) elle a monté/descendu des serviettes;
    don't forget to take your camera n'oubliez pas (de prendre) votre appareil photo;
    figurative the committee wanted to take the matter further le comité voulait mener l'affaire plus loin;
    the devil take it! que le diable l'emporte!;
    you can't take it with you (money when you die) tu ne l'emporteras pas avec toi dans la tombe
    (b) (person → lead) mener, emmener; (→ accompany) accompagner;
    her father takes her to school son père l'emmène à l'école;
    could you take me home? pourriez-vous me ramener ou me raccompagner?;
    to take sb across the road faire traverser la rue à qn;
    may I take you to dinner? puis-je vous inviter à dîner ou vous emmener dîner?;
    he offered to take them to work in the car il leur a proposé de les emmener au bureau en voiture ou de les conduire au bureau;
    to take oneself to bed aller se coucher;
    please take me with you emmène-moi, s'il te plaît;
    humorous I can't take you anywhere tu n'es pas sortable;
    the estate agent took them over the house l'agent immobilier leur a fait visiter la maison;
    he took her round the museum il lui a fait visiter le musée;
    she used to take me along to meetings (avant,) elle m'emmenait aux réunions;
    this road will take you to the station cette route vous mènera ou vous conduira à la gare;
    I don't want to take you out of your way je ne veux pas vous faire faire un détour;
    her job took her all over Africa son travail l'a fait voyager dans toute l'Afrique;
    that's what first took me to Portugal c'est ce qui m'a amené au Portugal;
    whatever took him there? qu'allait-il faire là-bas?;
    the record took her to number one in the charts le disque lui a permis d'être première au hit-parade
    she took a handkerchief from her pocket elle a sorti un mouchoir de sa poche;
    I took a chocolate from the box j'ai pris un chocolat dans la boîte;
    take a book from the shelf prenez un livre sur l'étagère;
    take your feet off the table enlève tes pieds de la table;
    he took the saucepan off the heat il a ôté ou retiré la casserole du feu
    (d) (appropriate, steal) prendre, voler;
    to take sth from sb prendre qch à qn;
    someone's taken my wallet on a pris mon portefeuille;
    his article is taken directly from my book le texte de son article est tiré directement de mon livre
    (e) (draw, derive) prendre, tirer;
    a passage taken from a book un passage extrait d'un livre;
    a phrase taken from Latin une expression empruntée au latin;
    the title is taken from the Bible le titre vient de la Bible;
    to take a print from a negative tirer une épreuve d'un négatif
    C.
    (a) (of bus, car, train etc) conduire, transporter;
    the ambulance took him to hospital l'ambulance l'a transporté à l'hôpital;
    this bus will take you to the theatre ce bus vous conduira au théâtre;
    will this train take me to Cambridge? est-ce que ce train va à ou passe par Cambridge?
    (b) (bus, car, plane, train) prendre; (road) prendre, suivre;
    American take a right prenez à droite
    D.
    (a) (have → attitude, bath, holiday) prendre; (make → nap, trip, walk) faire; (→ decision) prendre;
    she took a quick look at him elle a jeté un rapide coup d'œil sur lui;
    American familiar let's take five soufflons cinq minutes ;
    he took a flying leap il a bondi;
    American vulgar to take a shit or a dump chier;
    archaic or literary to take a wife prendre femme
    to take a photo or a picture prendre une photo;
    she took his picture or a picture of him elle l'a pris en photo;
    we had our picture taken nous nous sommes fait photographier ou prendre en photo;
    familiar he takes a good photo (is photogenic) il est photogénique
    (c) (receive, get) recevoir; (earn, win → prize) remporter, obtenir; (→ degree, diploma) obtenir, avoir;
    he took the blow on his arm il a pris le coup sur le bras;
    you can take the call in my office vous pouvez prendre l'appel dans mon bureau;
    the bookstore takes about $3,000 a day la librairie fait à peu près 3000 dollars (de recette) par jour;
    how much does he take home a month? quel est son salaire mensuel net?;
    Cards we took all the tricks nous avons fait toutes les levées;
    their team took the match leur équipe a gagné ou remporté le match
    E.
    (a) (assume, undertake) prendre;
    to take the blame for sth prendre la responsabilité de qch;
    you'll have to take the consequences c'est vous qui en subirez les conséquences;
    she takes all the credit for our success elle s'attribue tout le mérite de notre réussite;
    I take responsibility for their safety je me charge de leur sécurité;
    to take the part of Hamlet jouer (le rôle d')Hamlet
    he took my side in the argument il a pris parti pour moi dans la dispute;
    the boy took an oath or a vow to avenge his family le garçon a fait serment ou a juré de venger sa famille;
    American to take the Fifth (Amendment) invoquer le Cinquième Amendement (pour refuser de répondre)
    may I take the liberty of inviting you to dinner? puis-je me permettre de vous inviter à dîner?;
    he took the opportunity to thank them or of thanking them il a profité de l'occasion pour les remercier
    F.
    (a) (accept → job, gift, payment) prendre, accepter; (→ cheque, bet) accepter;
    the doctor only takes private patients le docteur ne prend pas les patients du service public;
    the owner won't take less than $100 for it le propriétaire en veut au moins 100 dollars;
    does this machine take pound coins? cette machine accepte-t-elle les pièces d'une livre?;
    to take a bribe se laisser acheter ou corrompre;
    you'll have to take me as I am il faut me prendre comme je suis;
    take things as they come prenez les choses comme elles viennent;
    I won't take "no" for an answer pas question de refuser;
    it's my last offer, (you can) take it or leave it c'est ma dernière offre, c'est à prendre ou à laisser;
    I'll take it from here je prends la suite;
    I'll take it from there je verrai à ce moment-là
    to take sb's advice suivre les conseils de qn;
    take it from me, he's a crook croyez-moi, c'est un escroc
    let's take things one at a time prenons les choses une par une;
    the mayor took their questions calmly le maire a entendu leurs questions avec calme;
    how did she take the questioning? comment a-t-elle réagi à ou pris l'interrogatoire?;
    they took the news well or in their stride ils ont plutôt bien pris la nouvelle;
    to take sth badly prendre mal qch;
    familiar to take things easy or it easy se la couler douce;
    familiar take it easy! (don't get angry) du calme!
    (d) (bear, endure → pain, heat, pressure, criticism) supporter; (→ damage, loss) subir;
    don't take any nonsense! ne te laisse pas faire!;
    your father won't take any nonsense ton père ne plaisante pas avec ce genre de choses;
    she can take it elle tiendra le coup;
    esp American I'm not taking any! je ne marche pas!;
    we couldn't take any more on n'en pouvait plus;
    I can't take much more of this je commence à en avoir assez, je ne vais pas supporter cela bien longtemps;
    I find his constant sarcasm rather hard to take je trouve ses sarcasmes perpétuels difficiles à supporter;
    don't expect me to take this lying down ne comptez pas sur moi pour accepter ça sans rien dire;
    those shoes have taken a lot of punishment ces chaussures en ont vu de toutes les couleurs;
    to take heavy loads (crane, engine etc) supporter de lourdes charges;
    it won't take your weight ça ne supportera pas ton poids
    (e) (experience, feel)
    to take fright prendre peur;
    to take an interest in sb/sth s'intéresser à qn/qch;
    don't take offence ne vous vexez pas, ne vous offensez pas;
    no offence taken il n'y a pas de mal;
    we take pleasure in travelling nous prenons plaisir à voyager;
    she takes pride in her work elle est fière de ce qu'elle fait;
    to take pride in one's appearance prendre soin de sa personne
    G.
    (a) (consider, look at) prendre, considérer;
    take Einstein (for example) prenons (l'exemple d')Einstein;
    take the case of Colombia prenons le cas de la Colombie;
    taking everything into consideration tout bien considéré;
    to take sb/sth seriously prendre qn/qch au sérieux
    do you take me for an idiot? vous me prenez pour un idiot?;
    what do you take me for? pour qui me prenez-vous?;
    I took you for an Englishman je vous croyais anglais;
    he took me for somebody else il m'a pris pour quelqu'un d'autre;
    to take the news as or to be true tenir la nouvelle pour vraie;
    how old do you take her to be? quel âge est-ce que tu lui donnes?
    (c) (suppose, presume) supposer, présumer;
    he's never been to Madrid, I take it si je comprends bien, il n'a jamais été à Madrid;
    I take it you're his mother je suppose que vous êtes sa mère
    (d) (interpret, understand) prendre, comprendre;
    we never know how to take his jokes on ne sait jamais comment prendre ses plaisanteries;
    don't take that literally ne le prenez pas au pied de la lettre;
    he was slow to take my meaning il lui a fallu un moment avant de comprendre ce que je voulais dire
    H.
    (a) (require) prendre, demander;
    how long will it take to get there? combien de temps faudra-t-il pour y aller?;
    the flight takes three hours le vol dure trois heures;
    it will take you ten minutes vous en avez pour dix minutes;
    it took him a minute to understand il a mis une minute avant de comprendre;
    it took us longer than I expected cela nous a pris plus de temps que je ne pensais;
    it takes time to learn a language il faut du temps pour apprendre une langue;
    what kind of batteries does it take? quelle sorte de piles faut-il?;
    my car takes unleaded ma voiture roule au sans-plomb;
    he took a bit of coaxing before he accepted il a fallu le pousser un peu pour qu'il accepte;
    it took four people to stop the brawl ils ont dû se mettre à quatre pour arrêter la bagarre;
    it takes a clever man to do that bien malin ou habile qui peut le faire;
    it takes courage to admit one's mistakes il faut du courage pour admettre ses erreurs;
    it takes patience to work with children il faut de la patience ou il faut être patient pour travailler avec les enfants;
    one glance was all it took un regard a suffi;
    the job took some doing la tâche n'a pas été facile;
    that will take some explaining voilà qui va demander des explications;
    her story takes some believing son histoire n'est pas facile à croire;
    to have what it takes to do/to be sth avoir les qualités nécessaires pour faire/être qch;
    we need someone with leadership qualities - she has what it takes il nous faut quelqu'un qui ait des qualités de dirigeant - ce n'est pas ce qui lui manque;
    familiar he's so lazy - it takes one to know one! il est vraiment paresseux - tu peux parler!
    "falloir" takes the subjunctive "falloir" est suivi du subjonctif;
    noun that takes an "s" in the plural nom qui prend un "s" au pluriel
    I.
    (a) (food, drink etc) prendre;
    do you take milk in your coffee? prenez-vous du lait dans votre café?;
    how do you take your coffee? qu'est-ce que tu prends dans ton café?;
    I invited him to take tea je l'ai invité à prendre le thé;
    she refused to take any food elle a refusé de manger (quoi que ce soit);
    to take drugs se droguer;
    how many pills has he taken? combien de comprimés a-t-il pris ou absorbé?;
    to be taken twice a day (on packaging) à prendre deux fois par jour;
    to take the air prendre l'air
    (b) (wear) faire, porter;
    she takes a size 10 elle prend du 38;
    what size shoe do you take? quelle est votre pointure?
    (c) (pick out, choose) prendre, choisir; (buy) prendre, acheter; (rent) prendre, louer;
    I'll take it je le prends;
    what newspaper do you take? quel journal prenez-vous?;
    take your partners (at dance) invitez vos partenaires
    (d) (occupy → chair, seat) prendre, s'asseoir sur;
    take a seat asseyez-vous;
    take your seats! prenez vos places!;
    is this seat taken? cette place est-elle occupée ou prise?
    (e) (hold → of container, building etc) contenir, avoir une capacité de;
    this bus takes fifty passengers c'est un car de cinquante places
    (f) (ascertain, find out) prendre;
    to take sb's pulse/temperature prendre le pouls/la température de qn;
    to take a reading from a meter lire ou relever un compteur
    (g) (write down → notes, letter) prendre;
    he took a note of her address il a noté son adresse
    (h) (subtract) soustraire, déduire;
    they took 10 percent off the price ils ont baissé le prix de 10 pour cent;
    take 4 from 9 and you have 5 ôtez 4 de 9, il reste 5
    (i) School & University (exam) passer, se présenter à; (course) prendre, suivre;
    I took Latin and Greek at A level j'ai pris latin et grec au bac;
    she took her degree last year elle a obtenu son diplôme l'an dernier;
    she takes us for maths on l'a en maths
    to take a service célébrer un office;
    the assistant director took the rehearsals l'assistant réalisateur s'est occupé des répétitions
    (k) (contract, develop)
    to take a chill, to take cold prendre froid;
    to take sick, to be taken ill tomber malade;
    I was taken with a fit of the giggles j'ai été pris d'un fou rire;
    she took an instant dislike to him elle l'a tout de suite pris en aversion
    (l) (direct, aim)
    she took a swipe at him elle a voulu le gifler;
    Football to take a penalty tirer un penalty
    she takes all her problems to her sister elle raconte tous ses problèmes à sa sœur;
    he took the matter to his boss il a soumis la question à son patron;
    Law they intend to take the case to the High Court ils ont l'intention d'en appeler à la Cour suprême
    he took an axe to the door il a donné des coups de hache dans la porte;
    take the scissors to it vas-y avec les ciseaux;
    his father took a stick to him son père lui a donné des coups de bâton;
    Law they took legal proceedings against him ils lui ont intenté un procès
    (o) (catch unawares) prendre, surprendre;
    to take sb by surprise or off guard surprendre qn, prendre qn au dépourvu;
    his death took us by surprise sa mort nous a surpris
    (p) (negotiate → obstacle) franchir, sauter; (→ bend in road) prendre, négocier
    (q) familiar (deceive, cheat) avoir, rouler;
    they took him for every penny (he was worth) ils lui ont pris jusqu'à son dernier sou
    (a) (work, have desired effect) prendre;
    did the dye take? est-ce que la teinture a pris?;
    it was too cold for the seeds to take il faisait trop froid pour que les graines germent
    (b) (become popular) prendre, avoir du succès
    (c) (fish) prendre, mordre
    3 noun
    (a) (capture) prise f
    (b) Cinema, Photography & Television prise f de vue; Radio enregistrement m, prise f de son; (of record etc) enregistrement m
    (c) American (interpretation) interprétation f;
    what's your take on her attitude? comment est-ce que tu interprètes son attitude?
    (d) American familiar (takings) recette f; (share) part f;
    to be on the take toucher des pots-de-vin, palper
    (astonish) étonner, ébahir; (disconcert) déconcerter;
    her question took him aback sa question l'a déconcerté;
    I was taken aback by the news la nouvelle m'a beaucoup surpris
    ressembler à, tenir de;
    she takes after her mother in looks physiquement, elle tient de sa mère
    (a) (dismantle) démonter;
    figurative they took the room apart looking for evidence ils ont mis la pièce sens dessus dessous pour trouver des preuves
    (b) (criticize) critiquer
    prendre à part, emmener à l'écart;
    the boss took her aside for a chat le patron l'a prise à part pour discuter
    (a) (remove) enlever, retirer;
    take that knife away from him enlevez-lui ce couteau;
    they took away his pension ils lui ont retiré sa pension;
    they took their daughter away from the club ils ont retiré leur fille du club;
    his work took him away from his family for long periods son travail le tenait éloigné de sa famille pendant de longues périodes;
    euphemism the police took his father away son père a été arrêté par la police;
    it takes away the fun ça gâche tout
    (b) (carry away → object) emporter; (→ person) emmener;
    British sandwiches to take away (sign) sandwiches à emporter;
    not to be taken away (in library) à consulter sur place
    (c) Mathematics soustraire, retrancher;
    nine take away six is three neuf moins six font trois
    that doesn't take away from his achievements as an athlete ça n'enlève rien à ses exploits d'athlète;
    to take away from the pleasure/value of sth diminuer le plaisir/la valeur de qch
    (a) (after absence, departure) reprendre;
    she took her husband back elle a accepté que son mari revienne vivre avec elle;
    the factory took back the workers l'usine a repris les ouvriers
    (b) (gift, unsold goods, sale item etc) reprendre
    (c) (return) rapporter; (accompany) raccompagner;
    take it back to the shop rapporte-le au magasin;
    he took her back home il l'a raccompagnée ou ramenée chez elle
    (d) (retract, withdraw) retirer, reprendre;
    I take back everything I said je retire tout ce que j'ai dit;
    all right, I take it back! d'accord, je n'ai rien dit!
    that takes me back to my childhood ça me rappelle mon enfance;
    that song takes me back forty years cette chanson me ramène quarante ans en arrière;
    it takes you back a bit, doesn't it? ça ne nous rajeunit pas tout ça, hein?
    (f) Typography transférer à la ligne précédente
    (a) (carry, lead downstairs → object) descendre; (→ person) faire descendre;
    the lift took us down to the 4th floor l'ascenseur nous a amenés au 4ème étage
    (b) (lower) descendre;
    she took the book down from the shelf elle a pris le livre sur l'étagère;
    can you help me take the curtains down? peux-tu m'aider à décrocher les rideaux?;
    she took his picture down from the wall elle a enlevé sa photo du mur;
    he took his trousers down il a baissé son pantalon
    (c) (note) prendre, noter;
    he took down the registration number il a relevé le numéro d'immatriculation;
    to take down a letter in shorthand prendre une lettre en sténo
    (d) (dismantle → scaffolding, circus tent) démonter
    se démonter
    (a) (lead → person) faire entrer; (carry → washing, harvest etc) rentrer
    (b) (bring into one's home → person) héberger; (→ boarder) prendre; (→ orphan, stray animal) recueillir;
    she takes in ironing elle fait du repassage à domicile
    the police took him in la police l'a mis ou placé en garde à vue
    (d) (air, water, food etc)
    she can only take in food intravenously on ne peut la nourrir que par intraveineuse;
    whales take in air through their blowhole les baleines respirent par l'évent
    (e) (understand, perceive) saisir, comprendre;
    he was sitting taking it all in il était là, assis, écoutant tout ce qui se disait;
    he didn't take in the real implications of her announcement il n'a pas saisi les véritables implications de sa déclaration;
    I can't take in the fact that I've won je n'arrive pas à croire que j'ai gagné;
    she took in the situation at a glance elle a compris la situation en un clin d'œil
    (f) (make smaller → garment) reprendre; (→ in knitting) diminuer;
    you'd better take in the slack on the rope tu ferais bien de tendre ou retendre la corde;
    Nautical to take in a sail carguer ou serrer une voile
    (g) (cover → several countries etc) comprendre, englober; (→ questions, possibilities) embrasser;
    the tour takes in all the important towns l'excursion passe par toutes les villes importantes
    (h) (attend, go to) aller à;
    to take in a show aller au théâtre;
    she took in the castle while in Blois elle a visité le château pendant qu'elle était à Blois;
    they took in the sights in Rome ils ont fait le tour des sites touristiques à Rome
    (i) familiar (cheat, deceive) tromper, rouler;
    don't be taken in by him ne vous laissez pas rouler par lui;
    I'm not going to be taken in by your lies je ne suis pas dupe de tes mensonges ;
    he was completely taken in il marchait complètement
    (a) (remove → clothing, lid, make-up, tag) enlever;
    the boy took his clothes off le garçon a enlevé ses vêtements ou s'est déshabillé;
    she took her glasses off elle a enlevé ses lunettes;
    he often takes the phone off the hook il laisse souvent le téléphone décroché;
    to take sb off a list rayer qn d'une liste;
    the surgeon had to take her leg off le chirurgien a dû l'amputer de la jambe;
    Cars to take off the brake desserrer le frein (à main);
    figurative he didn't take his eyes off her all night il ne l'a pas quittée des yeux de la soirée;
    I tried to take her mind off her troubles j'ai essayé de lui changer les idées ou de la distraire de ses ennuis;
    familiar his retirement has taken ten years off him sa retraite l'a rajeuni de dix ans ;
    to take sth off sb's hands débarrasser qn de qch;
    I'll take the baby off your hands for a few hours je vais garder le bébé pendant quelques heures, ça te libérera
    (b) (deduct) déduire, rabattre;
    the teacher took one point off her grade le professeur lui a retiré un point;
    the manager took 10 percent off the price le directeur a baissé le prix de 10 pour cent
    (c) (lead away) emmener;
    she was taken off to hospital on l'a transportée à l'hôpital;
    the murderer was taken off to jail on a emmené l'assassin en prison;
    her friend took her off to dinner son ami l'a emmenée dîner;
    she took herself off to Italy elle est partie en Italie;
    to take the passengers off (by boat from a ship) débarquer les passagers;
    the injured man was taken off the ship by helicopter le blessé a été évacué du bateau par hélicoptère
    to take some time off prendre un congé;
    take a few days off prenez quelques jours de vacances ou de congé;
    she takes Thursdays off elle ne travaille pas le jeudi
    (e) familiar (copy) imiter ; (mimic) imiter, singer
    (f) (discontinue → train, bus etc) supprimer; (→ show, programme) annuler
    (a) (aeroplane) décoller;
    they took off for or to Heathrow ils se sont envolés pour Heathrow
    (b) familiar (person → depart) partir ; (hurriedly) se barrer, se tirer;
    he took off without telling us il est parti sans nous avertir
    take on
    (a) (accept, undertake) prendre, accepter;
    don't take on more than you can handle ne vous surchargez pas;
    she took it on herself to tell him elle a pris sur elle de le lui dire;
    he took the job on (position) il a accepté le poste; (task) il s'est mis au travail;
    to take on a bet accepter un pari
    (b) (contend with, fight against) lutter ou se battre contre; (compete against) jouer contre;
    the unions took on the government les syndicats se sont attaqués ou s'en sont pris au gouvernement;
    I shouldn't like to take him on je n'aimerais pas avoir affaire à lui;
    he took us on at poker il nous a défiés au poker
    (c) (acquire, assume) prendre, revêtir;
    her face took on a worried look elle a pris un air inquiet;
    the word takes on another meaning le mot prend une autre signification
    (d) (load) prendre, embarquer
    (e) (hire) embaucher, engager
    familiar (fret, carry on) s'en faire;
    don't take on so! ne t'en fais pas!
    (a) (remove → object) prendre, sortir; (→ stain) ôter, enlever; (extract → tooth) arracher;
    take the cheese out of the refrigerator sors le fromage du réfrigérateur;
    he took the knife out of his pocket il a sorti le couteau de sa poche;
    take your hands out of your pockets enlève les mains de tes poches;
    they took their children out of school ils ont retiré leurs enfants de l'école;
    Medicine to take out sb's appendix/tonsils enlever l'appendice/les amygdales à qn;
    figurative to take the food out of sb's mouth retirer le pain de la bouche de qn
    (b) (carry, lead outside → object) sortir; (→ person) faire sortir; (escort) emmener;
    to take sb out to dinner/to the movies emmener qn dîner/au cinéma;
    I took her out for a bike ride je l'ai emmenée faire un tour à vélo;
    would you take the dog out? tu veux bien sortir le chien ou aller promener le chien?
    (c) (food) emporter;
    American sandwiches to take out (sign) sandwiches à emporter
    (d) (obtain → subscription) prendre; (→ insurance policy) souscrire à, prendre; (→ licence) se procurer; (→ patent) prendre;
    to take out a mortgage faire un emprunt immobilier
    (e) familiar (destroy → factory, town) détruire ;
    to take sb out (kill) buter qn, zigouiller qn, refroidir qn;
    the planes took the factory out by bombing les avions ont détruit l'usine (en la bombardant)
    to take out one's partner changer la couleur annoncée par son partenaire
    to take sb out of himself/herself changer les idées à qn;
    familiar working as an interpreter takes a lot out of you le travail d'interprète est épuisant ;
    familiar the operation really took it out of him l'opération l'a mis à plat;
    familiar it takes the fun out of it ça gâche tout ;
    familiar to take it out on sb s'en prendre à qn ;
    familiar he took his anger out on his wife il a passé sa colère sur sa femme ;
    familiar don't take it out on me! ne t'en prends pas à moi!
    he wants his daughter to take over the business il veut que sa fille reprenne l'affaire;
    she took over my classes elle a pris la suite de mes cours;
    will you be taking over his job? est-ce que vous allez le remplacer (dans ses fonctions)?
    (b) (gain control of, invade) s'emparer de;
    the military took over the country l'armée a pris le pouvoir;
    she takes the place over (by being bossy etc) elle joue les despotes;
    fast-food restaurants have taken over Paris les fast-foods ou French Canadian restaurants-minute ont envahi Paris
    (c) Finance (buy out) absorber, racheter;
    they were taken over by a Japanese firm ils ont été rachetés par une entreprise japonaise
    (d) (carry across) apporter; (escort across) emmener;
    I'll take you over by car je vais vous y conduire en voiture;
    the boat took us over to Seattle le bateau nous a emmenés jusqu'à Seattle
    (e) Typography transférer à la ligne suivante
    who will take over now that the mayor has stepped down? qui va prendre la relève maintenant que le maire a donné sa démission?;
    I'll take over when he leaves je le remplacerai quand il partira;
    will he allow her to take over? va-t-il lui céder la place?;
    compact discs have taken over from records le (disque) compact a remplacé le (disque) vinyle
    (b) (army, dictator) prendre le pouvoir
    (a) (have a liking for → person) se prendre d'amitié ou de sympathie pour, prendre en amitié; (→ activity, game) prendre goût à;
    I think he took to you je crois que vous lui avez plu;
    we took to one another at once nous avons tout de suite sympathisé;
    she didn't take to him il ne lui a pas plu;
    we've really taken to golf nous avons vraiment pris goût au golf
    (b) (acquire as a habit) se mettre à;
    to take to drink or to the bottle se mettre à boire;
    to take to doing sth se mettre à faire qch;
    she took to wearing black elle s'est mise à s'habiller en noir
    (c) (make for, head for)
    he's taken to his bed with the flu il est alité avec la grippe;
    the rebels took to the hills les insurgés se sont réfugiés dans les collines;
    they took to the woods ils se sont enfuis dans les bois;
    to take to the road prendre la route;
    to take to the boats monter dans les canots de sauvetage
    take up
    (a) (carry, lead upstairs → object) monter; (→ person) faire monter;
    the lift took us up to the 25th floor l'ascenseur nous a amenés au 25ème étage
    (b) (pick up → object) ramasser, prendre; (→ passenger) prendre; (→ paving stones, railway tracks) enlever;
    she took up the notes from the table elle a ramassé ou pris les notes sur la table;
    they're taking up the street la rue est en travaux;
    we finally took up the carpet nous avons enfin enlevé la moquette
    (c) (absorb) absorber
    (d) (shorten) raccourcir;
    you'd better take up the slack in that rope tu ferais mieux de retendre ou tendre cette corde
    (e) (fill, occupy → space) prendre, tenir; (→ time) prendre, demander;
    this table takes up too much room cette table prend trop de place ou est trop encombrante;
    moving house took up the whole day le déménagement a pris toute la journée;
    her work takes up all her attention son travail l'absorbe complètement
    (f) (begin, become interested in → activity, hobby) se mettre à; (→ job) prendre; (→ career) commencer, embrasser;
    when did you take up Greek? quand est-ce que tu t'es mis au grec?;
    I've taken up gardening je me suis mis au jardinage
    (g) (continue, resume) reprendre, continuer;
    I took up the tale where Susan had left off j'ai repris l'histoire là où Susan l'avait laissée;
    she took up her knitting again elle a repris son tricot
    (h) (adopt → attitude) prendre, adopter; (→ method) adopter; (→ place, position) prendre; (→ idea) adopter;
    they took up residence in town ils se sont installés en ville;
    to take up one's duties entrer en fonctions
    (i) (accept → offer) accepter; (→ advice, suggestion) suivre; (→ challenge) relever
    (j) (discuss) discuter, parler de; (bring up) aborder;
    take it up with the boss parlez-en au patron
    (k) (shares, stock) souscrire à
    (l) Finance (option) lever, consolider; (bill) honorer, retirer
    reprendre, continuer
    he took it upon himself to organize the meeting il s'est chargé d'organiser la réunion
    (a) (accept offer, advice of)
    his daughter took him up on his advice sa fille a suivi ses conseils;
    he might take you up on that someday! il risque de vous prendre au mot un jour!;
    she took him up on his promise elle a mis sa parole à l'épreuve
    I'd like to take you up on that point j'aimerais revenir sur ce point avec vous
    to take up with sb se lier d'amitié avec qn, prendre qn en amitié;
    she took up with a bad crowd elle s'est mise à fréquenter des vauriens
    to be taken up with doing sth être occupé à faire qch;
    she's very taken up with him elle ne pense qu'à lui;
    she's taken up with her business elle est très prise par ses affaires;
    meetings were taken up with talk about the economy on passait les réunions à parler de l'économie
    ✾ Film 'Take the Money and Run' Allen 'Prends l'oseille et tire-toi'
    ✾ Film 'You Can't Take It With You' Capra 'Vous ne l'emporterez pas avec vous'
    Take me to your leader Il s'agit de la formule prononcée par les extra-terrestres fraîchement débarqués sur terre dans les vieux films de science-fiction et adressée au premier terrien rencontré. On emploie cette phrase ("menez-moi jusqu'à votre chef") de façon humoristique lorsque, dans une situation donnée, on désire parler au responsable.

    Un panorama unique de l'anglais et du français > take

  • 11 Lind, James

    SUBJECT AREA: Medical technology
    [br]
    b. 1716 Edinburgh, Scotland
    d. 13 July 1794 Gosport, England
    [br]
    Scottish physician and naval surgeon whose studies and investigations led to significant improvements in the living conditions on board ships; the author of the first treatise on the nature and prevention of scurvy.
    [br]
    Lind was registered in 1731 as an apprentice at the College of Surgeons in Edinburgh. By 1739 he was serving as a naval surgeon in the Mediterranean and during the ensuing decade he experienced conditions at sea off Guinea, the West Indies and in home waters. He returned to Edinburgh, taking his MD in 1748, and in 1750 was elected a Fellow of the College of Physicians of Edinburgh, becoming the Treasurer in 1757. In 1758 he was appointed Physician to the Naval Hospital at Haslar, Gosport, near Portsmouth, a post which he retained until his death.
    He had been particularly struck by the devastating consequences of scurvy during Anson's circumnavigation of the globe in 1740. At least 75 per cent of the crews had been affected (though it should be borne in mind that a considerable number of them were pensioners and invalids when posted aboard). Coupled with his own experiences, this led to the publication of A Treatise on the Scurvy, in 1754. Demonstrating that this condition accounted for many more deaths than from all the engagements with the French and Spanish in the current wars, he made it clear that by appropriate measures of diet and hygiene the disease could be entirely eliminated.
    Further editions of the treatise were published in 1757 and 1775, and the immense importance of his observations was immediately recognized. None the less, it was not until 1795 that an Admiralty order was issued on the supply of lime juice to ships. The efficacy of lime juice had been known for centuries, but it was Lind's observations that led to action, however tardy; that for economic reasons the relatively ineffective West Indian lime juice was supplied was in no way his responsibility. It is of interest that there is no evidence that Captain James Cook (1728–79) had any knowledge of Lind's work when arranging his own anti-scorbutic precautions in preparation for his historic first voyage.
    Lind's other work included observations on typhus, the proper ventilation of ships at sea, and the distilation of fresh from salt water.
    [br]
    Bibliography
    1754, A Treatise on the Scurvy, Edinburgh.
    1757, An Essay on the most effectual means of Preserving the Health of Seamen in the Royal Navy, Edinburgh.
    Further Reading
    L.Roddis, 1951, James Lind—Founder of Nautical Medicine. Records of the Royal Colleges of Surgeons of Edinburgh. Records of the Royal College of Physicians of Edinburgh.
    MG

    Biographical history of technology > Lind, James

  • 12 Maxwell, James Clerk

    [br]
    b. 13 June 1831 Edinburgh, Scotland
    d. 5 November 1879 Cambridge, England
    [br]
    Scottish physicist who formulated the unified theory of electromagnetism, the kinetic theory of gases and a theory of colour.
    [br]
    Maxwell attended school at the Edinburgh Academy and at the age of 16 went on to study at Edinburgh University. In 1850 he entered Trinity College, Cambridge, where he graduated four years later as Second Wrangler with the award of the Smith's Prize. Two years later he was appointed Professor at Marischal College, Aberdeen, where he married the Principal's daughter. In 1860 he moved to King's College London, but on the death of his father five years later, Maxwell returned to the family home in Scotland, where he continued his researches as far as the life of a gentleman farmer allowed. This rural existence was interrupted in 1874 when he was persuaded to accept the chair of Cavendish Professor of Experimental Physics at Cambridge. Unfortunately, in 1879 he contracted the cancer that brought his brilliant career to an untimely end. While at Cambridge, Maxwell founded the Cavendish Laboratory for research in physics. A succession of distinguished physicists headed the laboratory, making it one of the world's great centres for notable discoveries in physics.
    During the mid-1850s, Maxwell worked towards a theory to explain electrical and magnetic phenomena in mathematical terms, culminating in 1864 with the formulation of the fundamental equations of electromagnetism (Maxwell's equations). These equations also described the propagation of light, for he had shown that light consists of transverse electromagnetic waves in a hypothetical medium, the "ether". This great synthesis of theories uniting a wide range of phenomena is worthy to set beside those of Sir Isaac Newton and Einstein. Like all such syntheses, it led on to further discoveries. Maxwell himself had suggested that light represented only a small part of the spectrum of electromagnetic waves, and in 1888 Hertz confirmed the discovery of another small part of the spectrum, radio waves, with momentous implications for the development of telecommunication technology. Maxwell contributed to the kinetic theory of gases, which by then were viewed as consisting of a mass of randomly moving molecules colliding with each other and with the walls of the containing vessel. From 1869 Maxwell applied statistical methods to describe the molecular motion in mathematical terms. This led to a greater understanding of the behaviour of gases, with important consequences for the chemical industry.
    Of more direct technological application was Maxwell's work on colour vision, begun in 1849, showing that all colours could be derived from the three primary colours, red, yellow and blue. This enabled him in 1861 to produce the first colour photograph, of a tartan. Maxwell's discoveries about colour vision were quickly taken up and led to the development of colour printing and photography.
    [br]
    Bibliography
    Most of his technical papers are reprinted in The Scientific Papers of J.Clerk Maxwell, 1890, ed. W.D.Niven, Cambridge, 2 vols; reprinted 1952, New York.
    Maxwell published several books, including Theory of Heat, 1870, London (1894, 11th edn, with notes by Lord Rayleigh) and Theory of Electricity and Magnetism, 1873, Oxford (1891, ed. J.J.Thomson, 3rd edn).
    Further Reading
    L.Campbell and W.Garnett, 1882, The Life of James Clerk Maxwell, London (the standard biography).
    J.J.Thomson (ed.), 1931, James Clerk Maxwell 1831–1931, Cambridge. J.G.Crowther, 1932, British Scientists of the Nineteenth Century, London.
    LRD

    Biographical history of technology > Maxwell, James Clerk

  • 13 Computers

       The brain has been compared to a digital computer because the neuron, like a switch or valve, either does or does not complete a circuit. But at that point the similarity ends. The switch in the digital computer is constant in its effect, and its effect is large in proportion to the total output of the machine. The effect produced by the neuron varies with its recovery from [the] refractory phase and with its metabolic state. The number of neurons involved in any action runs into millions so that the influence of any one is negligible.... Any cell in the system can be dispensed with.... The brain is an analogical machine, not digital. Analysis of the integrative activities will probably have to be in statistical terms. (Lashley, quoted in Beach, Hebb, Morgan & Nissen, 1960, p. 539)
       It is essential to realize that a computer is not a mere "number cruncher," or supercalculating arithmetic machine, although this is how computers are commonly regarded by people having no familiarity with artificial intelligence. Computers do not crunch numbers; they manipulate symbols.... Digital computers originally developed with mathematical problems in mind, are in fact general purpose symbol manipulating machines....
       The terms "computer" and "computation" are themselves unfortunate, in view of their misleading arithmetical connotations. The definition of artificial intelligence previously cited-"the study of intelligence as computation"-does not imply that intelligence is really counting. Intelligence may be defined as the ability creatively to manipulate symbols, or process information, given the requirements of the task in hand. (Boden, 1981, pp. 15, 16-17)
       The task is to get computers to explain things to themselves, to ask questions about their experiences so as to cause those explanations to be forthcoming, and to be creative in coming up with explanations that have not been previously available. (Schank, 1986, p. 19)
       In What Computers Can't Do, written in 1969 (2nd edition, 1972), the main objection to AI was the impossibility of using rules to select only those facts about the real world that were relevant in a given situation. The "Introduction" to the paperback edition of the book, published by Harper & Row in 1979, pointed out further that no one had the slightest idea how to represent the common sense understanding possessed even by a four-year-old. (Dreyfus & Dreyfus, 1986, p. 102)
       A popular myth says that the invention of the computer diminishes our sense of ourselves, because it shows that rational thought is not special to human beings, but can be carried on by a mere machine. It is a short stop from there to the conclusion that intelligence is mechanical, which many people find to be an affront to all that is most precious and singular about their humanness.
       In fact, the computer, early in its career, was not an instrument of the philistines, but a humanizing influence. It helped to revive an idea that had fallen into disrepute: the idea that the mind is real, that it has an inner structure and a complex organization, and can be understood in scientific terms. For some three decades, until the 1940s, American psychology had lain in the grip of the ice age of behaviorism, which was antimental through and through. During these years, extreme behaviorists banished the study of thought from their agenda. Mind and consciousness, thinking, imagining, planning, solving problems, were dismissed as worthless for anything except speculation. Only the external aspects of behavior, the surface manifestations, were grist for the scientist's mill, because only they could be observed and measured....
       It is one of the surprising gifts of the computer in the history of ideas that it played a part in giving back to psychology what it had lost, which was nothing less than the mind itself. In particular, there was a revival of interest in how the mind represents the world internally to itself, by means of knowledge structures such as ideas, symbols, images, and inner narratives, all of which had been consigned to the realm of mysticism. (Campbell, 1989, p. 10)
       [Our artifacts] only have meaning because we give it to them; their intentionality, like that of smoke signals and writing, is essentially borrowed, hence derivative. To put it bluntly: computers themselves don't mean anything by their tokens (any more than books do)-they only mean what we say they do. Genuine understanding, on the other hand, is intentional "in its own right" and not derivatively from something else. (Haugeland, 1981a, pp. 32-33)
       he debate over the possibility of computer thought will never be won or lost; it will simply cease to be of interest, like the previous debate over man as a clockwork mechanism. (Bolter, 1984, p. 190)
       t takes us a long time to emotionally digest a new idea. The computer is too big a step, and too recently made, for us to quickly recover our balance and gauge its potential. It's an enormous accelerator, perhaps the greatest one since the plow, twelve thousand years ago. As an intelligence amplifier, it speeds up everything-including itself-and it continually improves because its heart is information or, more plainly, ideas. We can no more calculate its consequences than Babbage could have foreseen antibiotics, the Pill, or space stations.
       Further, the effects of those ideas are rapidly compounding, because a computer design is itself just a set of ideas. As we get better at manipulating ideas by building ever better computers, we get better at building even better computers-it's an ever-escalating upward spiral. The early nineteenth century, when the computer's story began, is already so far back that it may as well be the Stone Age. (Rawlins, 1997, p. 19)
       According to weak AI, the principle value of the computer in the study of the mind is that it gives us a very powerful tool. For example, it enables us to formulate and test hypotheses in a more rigorous and precise fashion than before. But according to strong AI the computer is not merely a tool in the study of the mind; rather the appropriately programmed computer really is a mind in the sense that computers given the right programs can be literally said to understand and have other cognitive states. And according to strong AI, because the programmed computer has cognitive states, the programs are not mere tools that enable us to test psychological explanations; rather, the programs are themselves the explanations. (Searle, 1981b, p. 353)
       What makes people smarter than machines? They certainly are not quicker or more precise. Yet people are far better at perceiving objects in natural scenes and noting their relations, at understanding language and retrieving contextually appropriate information from memory, at making plans and carrying out contextually appropriate actions, and at a wide range of other natural cognitive tasks. People are also far better at learning to do these things more accurately and fluently through processing experience.
       What is the basis for these differences? One answer, perhaps the classic one we might expect from artificial intelligence, is "software." If we only had the right computer program, the argument goes, we might be able to capture the fluidity and adaptability of human information processing. Certainly this answer is partially correct. There have been great breakthroughs in our understanding of cognition as a result of the development of expressive high-level computer languages and powerful algorithms. However, we do not think that software is the whole story.
       In our view, people are smarter than today's computers because the brain employs a basic computational architecture that is more suited to deal with a central aspect of the natural information processing tasks that people are so good at.... hese tasks generally require the simultaneous consideration of many pieces of information or constraints. Each constraint may be imperfectly specified and ambiguous, yet each can play a potentially decisive role in determining the outcome of processing. (McClelland, Rumelhart & Hinton, 1986, pp. 3-4)

    Historical dictionary of quotations in cognitive science > Computers

  • 14 carry

    1. transitive verb
    1) (transport) tragen; (with emphasis on destination) bringen; [Strom:] spülen; [Verkehrsmittel:] befördern

    carry all before one(fig.) nicht aufzuhalten sein

    2) (conduct) leiten

    carry something into effectetwas in die Tat umsetzen

    3) (support) tragen; (contain) fassen
    4) (have with one)

    carry [with one] — bei sich haben od. tragen; tragen [Waffe, Kennzeichen]

    5) (possess) besitzen [Autorität, Gewicht]; see also academic.ru/15886/conviction">conviction 2)
    6) (hold)

    she carries herself wellsie hat eine gute Haltung

    7) (prolong)

    carry modesty/altruism etc. to excess — die Bescheidenheit/den Altruismus usw. bis zum Exzess treiben

    8) (Math.): (transfer) im Sinn behalten

    carry oneeins im Sinn

    9) (win) durchbringen [Antrag, Gesetzentwurf, Vorschlag]

    carry the dayden Sieg davontragen

    2. intransitive verb
    [Stimme, Laut:] zu hören sein
    Phrasal Verbs:
    * * *
    ['kæri]
    1) (to take from one place etc to another: She carried the child over the river; Flies carry disease.) tragen
    2) (to go from one place to another: Sound carries better over water.) reichen; übertragen
    3) (to support: These stone columns carry the weight of the whole building.) tragen
    4) (to have or hold: This job carries great responsibility.) mit sich bringen
    5) (to approve (a bill etc) by a majority of votes: The parliamentary bill was carried by forty-two votes.) durchsetzen
    6) (to hold (oneself) in a certain way: He carries himself like a soldier.) sich haben

    ((slang) a fuss; excited behaviour.)

    ((of bags or cases) that passengers can carry with them on board a plane.)

    - carry-all
    - carry-cot
    - be/get carried away
    - carry forward
    - carry off
    - carry on
    - carry out
    - carry weight
    * * *
    car·ry
    <- ie->
    [ˈkæri, AM ˈkeri]
    I. vt
    1. (bear)
    to \carry sb/sth jdn/etw tragen
    to \carry sb piggyback jdn huckepack tragen
    to \carry sth around etw mit sich dat herumtragen
    2. (move)
    to \carry sb/sth somewhere jdn/etw irgendwohin tragen
    the wind carried the leaves up in the air der Wind wirbelte die Blätter hoch
    to be carried downstream/down the river flussabwärts treiben
    to \carry sb/sth jdn/etw transportieren [o befördern]
    the bus was \carrying our children to school der Bus brachte unsere Kinder zur Schule
    the truck was not \carrying a load der Lastwagen war nicht beladen
    the stranded ship was \carrying cargo das gestrandete Schiff hatte eine Ladung an Bord
    4. (sustain the weight of)
    to \carry sb/sth jdn/etw tragen
    I'm so tired my legs won't \carry me ich bin so müde, ich kann mich kaum mehr auf den Beinen halten
    5. (have with you)
    to \carry sth [with one] etw bei sich dat haben [o tragen]
    it's risky to \carry a knife/revolver [with you] es ist riskant, ein Messer/einen Revolver bei sich zu tragen
    she always carries a picture of her mother with her [in her wallet] sie hat immer ein Bild von ihrer Mutter [in ihrer Brieftasche] bei sich
    6. (retain)
    to \carry sth in one's head etw [im Kopf] behalten
    to \carry the memory of sth [with one] etw in Erinnerung behalten
    7. (have, incur)
    to \carry sth etw haben; (have printed on) etw tragen
    murder used to \carry the death penalty auf Mord stand früher die Todesstrafe
    all cigarette packets \carry a warning auf allen Zigarettenpäckchen steht eine Warnung
    to \carry conviction überzeugend sein
    his speech carried a lot of conviction seine Rede klang sehr überzeugt
    to \carry insurance versichert sein
    to \carry a penalty eine [Geld]strafe nach sich ziehen
    to \carry responsibility Verantwortung tragen
    her job carries a lot of responsibility ihre Stelle bringt viel Verantwortung mit sich, sie trägt in ihrem Job viel Verantwortung
    to \carry sail NAUT Segel gesetzt haben
    to \carry weight with sb (influence) Einfluss auf jdn haben; (impress) jdn beeindrucken
    to \carry sth etw enthalten
    9. MUS
    to \carry a tune eine Melodie halten [können]
    10. (transmit)
    to \carry sth etw übertragen
    to \carry electricity/oil/water Strom/Erdöl/Wasser leiten
    11. MED
    to \carry sth etw übertragen
    malaria is carried by mosquitoes Malaria wird von Stechmücken übertragen
    to \carry sb für jdn aufkommen
    to \carry sth etw tragen; (sustain)
    to \carry an animal through the winter ein Tier über den Winter bringen
    the company is currently being carried by its export sales die Firma wird im Moment durch ihre Exporte getragen
    we cannot afford to \carry people who don't work hard Leute, die nicht hart arbeiten, sind für uns nicht tragbar
    many animals store food in autumn to \carry them through the winter viele Tier sammeln im Herbst Futter um damit durch den Winter zu kommen
    13. (have a certain posture, conduct)
    to \carry oneself:
    you can tell she's a dancer from the way that she carries herself an ihrer Haltung erkennt man gleich, dass sie Tänzerin ist
    to \carry one's head high ( fig) den Kopf hoch tragen fig
    to \carry oneself well sich akk gut halten; (posture also) eine gute Haltung haben
    14. (sell) shop
    to \carry sth etw führen
    15. (win)
    to \carry sb jdn auf seine Seite ziehen
    to \carry sth:
    the president carried most of the southern states der Präsident gewann in den meisten südlichen Bundesstaaten die Wahl
    to \carry the day den Sieg davontragen
    the party's popular plans will surely \carry the day at the next election mit ihren populären Vorhaben wird die Partei die nächsten Wahlen bestimmt für sich entscheiden
    16. usu passive (approve)
    to \carry sth etw dat zustimmen
    his motion was carried unanimously/by 210 votes to 160 sein Antrag wurde einstimmig/mit 210 zu 160 Stimmen angenommen
    17. JOURN
    to \carry sth über etw akk berichten, etw bringen fam
    the newspapers all \carry the same story on their front page die Zeitungen warten alle mit der gleichen Titelstory auf
    18. (develop)
    to \carry sth too far mit etw dat zu weit gehen
    to \carry sb's ideas further jds Ideen weiterentwickeln
    to \carry sth to sth etw zu etw dat führen
    to \carry an argument to its [logical] conclusion ein Argument [bis zum Schluss] durchdenken
    to \carry sth to an end etw zu Ende führen
    to \carry sth to extremes [or its limits] etw bis zum Exzess treiben
    to \carry the joke too far den Spaß zu weit treiben
    19. MATH
    to \carry a number (on paper) eine Zahl übertragen; (in one's head) eine Zahl [im Sinn] behalten
    3, \carry 1 3, behalte 1 [o 1 im Sinn
    20. (be pregnant)
    to \carry a child ein Kind erwarten, schwanger sein
    when I was \carrying Rajiv als ich mit Rajiv schwanger war
    21. (submit)
    to \carry one's complaints to sb jdm seine Beschwerden vortragen
    22. FIN
    to \carry interest Zinsen abwerfen
    the bonds \carry interest at 10% die Wertpapiere werfen 10 % Zinsen ab
    23.
    to \carry all before one/it (be successful) vollen Erfolg haben; ( hum: have big breasts) viel Holz vor der Hütte haben hum
    to have to \carry the can BRIT ( fam) die Sache ausbaden müssen fam
    to \carry a torch for sb ( fam) jdn anhimmeln fam
    II. vi
    1. (be audible) zu hören sein
    the actors' voices carried right to the back die Darsteller waren bis in die letzte Reihe zu hören
    2. (fly) fliegen
    the ball carried high into the air der Ball flog hoch in die Luft
    III. n FIN Kreditkosten pl
    positive/negative \carry finanzieller Gewinn/Verlust
    * * *
    ['krɪ]
    1. vt
    1) load, person, object tragen; message (über)bringen
    2) (vehicle = convey) befördern; goods also transportieren

    a boat carrying missiles to Cuba —

    the wind carried the sound to himder Wind trug die Laute zu ihm hin or an sein Ohr

    3) (= have on person) documents, money bei sich haben or führen (form); gun, sword tragen
    4) (fig)

    he carried his audience (along) with himer riss das Publikum mit, er begeisterte das Publikum

    the loan carries 5% interest — das Darlehen wird mit 5% verzinst

    this job carries extra pay/a lot of responsibility — dieser Posten bringt eine höhere Bezahlung/viel Verantwortung mit sich

    the offence carries a penalty of £50 — auf dies Vergehen or darauf steht eine Geldstrafe von £ 50

    5) (bridge etc = support) tragen, stützen
    6) (COMM) goods, stock führen, (auf Lager) haben
    7) (TECH pipe) water, oil, electricity führen; (wire) sound (weiter)leiten, übertragen
    8) (= extend) führen, (ver)legen
    9) (= win) einnehmen, erobern

    to carry the day —

    to carry all before one ( hum woman ) —, woman ) viel Holz vor der Tür haben (inf)

    the motion was carried unanimously —

    10)

    he carries himself well/like a soldier — er hat eine gute/soldatische Haltung

    11) (PRESS) story, photo bringen
    12) (MED)

    people carrying the AIDS virus — Menschen, die das Aidsvirus in sich (dat) tragen

    13) (= be pregnant with) erwarten, schwanger gehen mit (geh)

    to be carrying a child — schwanger sein, ein Kind erwarten

    14) (MATH)

    ... and carry 2 —... übertrage or behalte 2,... und 2 im Sinn (inf)

    2. vi
    1) (voice, sound) tragen

    the sound of the alphorn carried for milesder Klang des Alphorns war meilenweit zu hören

    2) (ball, arrow) fliegen
    * * *
    carry [ˈkærı]
    A s
    1. Trag-, Schussweite f
    2. Golf: Flugstrecke f (des Balls)
    3. US portage A 3
    B v/t
    1. tragen:
    carry sth in one’s hand;
    he carried his jacket er trug seine Jacke (über dem Arm);
    she lost the baby she was carrying sie verlor das Kind, das sie unter dem Herzen trug;
    pillars carrying an arch bogentragende Pfeiler;
    carry one’s head high den Kopf hoch tragen;
    carry o.s. well
    a) sich gut halten,
    b) sich gut benehmen;
    carry a disease eine Krankheit weitertragen oder verbreiten;
    carry sails SCHIFF Segel führen;
    he knows how to carry his liquor er kann eine Menge (Alkohol) vertragen;
    he can’t carry his liquor er verträgt nichts;
    as fast as his legs could carry him so schnell ihn seine Beine trugen;
    a) auf der ganzen Linie siegen oder erfolgreich sein,
    b) hum viel Holz vor der Hütte (einen großen Busen) haben;
    they carry the British hopes sie tragen oder auf ihnen ruhen die britischen Hoffnungen
    2. fig tragen, (unter)stützen
    3. bringen, tragen, führen, schaffen, befördern:
    a taxi carried me to the station ein Taxi brachte mich zum Bahnhof;
    carry mail BAHN Post befördern;
    the pipes carry water die Rohre führen Wasser; coal A 4
    4. eine Nachricht etc (über)bringen:
    he carried his complaint to the manager er trug seine Beschwerde dem Geschäftsführer vor
    5. mitführen, mit sich oder bei sich tragen:
    carry a watch eine Uhr tragen oder haben;
    carry sth in one’s head fig etwas im Kopf haben oder behalten;
    carry sth with one fig etwas im Geiste mit sich herumtragen
    6. fig (an sich oder zum Inhalt) haben:
    carry conviction überzeugen(d sein oder klingen);
    carry a moral eine Moral (zum Inhalt) haben;
    carry no risk mit keinem Risiko verbunden sein;
    carry (a lot of) weight ( oder authority) Gewicht oder Bedeutung haben, viel gelten ( with bei);
    this does not carry any weight with him das beeindruckt ihn nicht im Mindesten
    7. fig nach sich ziehen, zur Folge haben:
    treason carries the death penalty auf Hochverrat steht die Todesstrafe;
    carry consequences Folgen haben
    8. weiterführen, (hindurch-, hinauf- etc)führen, eine Hecke, Mauer, etc ziehen:
    carry the chimney through the roof den Schornstein durch das Dach führen
    9. fig fortreißen, überwältigen:
    carry the audience with one die Zuhörer mitreißen;
    carry sb to victory SPORT jemanden zum Sieg treiben
    10. fig treiben:
    carry sth too far ( oder to excess) etwas übertreiben oder zu weit treiben;
    carry it with a high hand gebieterisch auftreten
    11. fig
    a) erreichen, durchsetzen:
    carry sth into effect etwas verwirklichen oder ausführen; point A 22
    b) PARL einen Antrag etc durchbringen:
    carry a motion unanimously einen Antrag einstimmig annehmen;
    the motion was carried der Antrag ging durch
    12. fig
    a) einen Preis etc erlangen, erringen, gewinnen
    b) siegreich oder erfolgreich aus einer Wahl etc hervorgehen; day Bes Redew
    c) MIL eine Festung etc (ein)nehmen, erobern
    13. Früchte etc tragen, hervorbringen
    14. Mineralien etc führen, enthalten
    15. tragen, unterhalten, ernähren:
    16. einen Bericht etc bringen:
    the press carried the statement without comment die Presse brachte oder veröffentlichte die Erklärung kommentarlos
    17. WIRTSCH
    a) eine Ware führen
    b) eine Schuld etc in den Büchern führen
    c) Zinsen tragen: interest A 11
    d) eine Versicherung etc zahlen:
    carry insurance versichert sein
    18. JAGD die Spur festhalten (Hund)
    19. MUS einen Ton, eine Melodie tragen
    C v/i
    1. tragen ( auch MUS Ton, Stimme)
    2. den Kopf gut etc halten (Pferd):
    3. tragen, reichen (Stimme, Schusswaffe etc):
    his voice carries far seine Stimme trägt weit
    4. sich gut etc tragen lassen
    5. fliegen (Ball etc)
    6. besonders US Anklang finden, einschlagen umg (Kunstwerk etc)
    * * *
    1. transitive verb
    1) (transport) tragen; (with emphasis on destination) bringen; [Strom:] spülen; [Verkehrsmittel:] befördern

    carry all before one(fig.) nicht aufzuhalten sein

    2) (conduct) leiten
    3) (support) tragen; (contain) fassen

    carry [with one] — bei sich haben od. tragen; tragen [Waffe, Kennzeichen]

    5) (possess) besitzen [Autorität, Gewicht]; see also conviction 2)

    carry modesty/altruism etc. to excess — die Bescheidenheit/den Altruismus usw. bis zum Exzess treiben

    8) (Math.): (transfer) im Sinn behalten
    9) (win) durchbringen [Antrag, Gesetzentwurf, Vorschlag]
    2. intransitive verb
    [Stimme, Laut:] zu hören sein
    Phrasal Verbs:
    * * *
    v.
    befördern v.
    tragen v.
    (§ p.,pp.: trug, getragen)
    übertragen v.

    English-german dictionary > carry

  • 15 llegar


    llegar ( conjugate llegar) verbo intransitivo 1 [personaen/carta] to arrive; tienen que estar por or al llegar they'll be arriving any minute now; ¿falta mucho para llegar? is it much further (to go)?; siempre llega tarde he's always late; no me llegó el telegrama I didn't get the telegram; llegar a algo ‹a país/ciudad› to arrive in sth; ‹ a edificio› to arrive at sth;
    llegar a casa to arrive o get home;
    el rumor llegó a oídos del alcalde the rumor reached the mayor 2 [camino/rutaen] (ir) llegar a or hasta to go all the way to, go as far as; 3 [día/invierno] to come, arrive;
    ha llegado el momento de … the time has come to …
    4 llegar a algo ‹a acuerdo/conclusión to reach sth, come to sth; ‹a estante/techo to reach;
    llegué a la conclusión de que… I reached o came to the conclusion that …;
    los pies no le llegan al suelo her feet don't touch the floor; la falda le llegaba a los tobillos her skirt came down to her ankles; el agua le llegaba al cuello the water came up to her neck; las cosas llegaron a tal punto que … things reached such a point that …
    llegará lejos she'll go far o a long way;
    así no vas a llegar a ningún lado you'll never get anywhere like that; llegó a (ser) director he became director; llegar a viejo to live to old age; llegué a conocerlo mejor I got to know him better 5 llegar a + inf no llegó a pegarme he didn't actually hit me
    si lo llego a saber, no vengo if I'd known, I wouldn't have come;
    si llego a enterarme de algo, te aviso if I happen to hear anything, I'll let you know
    llegar verbo intransitivo
    1 to arrive: llegué la última, I arrived last
    está al llegar, she's about to arrive
    llegar a la ciudad, to arrive at the town
    2 (momento, acontecimiento) llegó la hora de..., the time has come to...
    llegaron las heladas, the frosts came
    3 (alcanzar) to reach: no llego al último estante, I can't reach the top shelf (una meta) llegar a la cumbre, he reached the peak
    4 (ser suficiente) to be enough
    5 ( llegar a + infinitivo) to go so far as to: llegué a creerlo, I even believed it
    llegaron a insultarnos, they went so far as to abuse us figurado llegar a las manos, to come to blows
    llegar a ser, to become Locuciones: estar al llegar, to be about to arrive
    llegar a buen puerto, to reach a satisfactory conclusion o to arrive safely
    no llegar la sangre al río, to not have serious consequences
    no llegar a la suela del zapato, not to be able to hold a candle to ' llegar' also found in these entries: Spanish: acabar - achantarse - alcanzar - anticiparse - apercibirse - atrasarse - aviar - caer - concesión - dialogar - dirigir - excusa - lejos - moderar - odisea - oído - plantarse - puerto - retrasar - retrasarse - sangre - santa - santo - seguir - sentir - suela - última - último - vadear - venir - acuerdo - ánimo - antes - aparecer - atrasar - bueno - cuánto - cuestión - culminar - demorar - erigir - improviso - indicación - indicar - instrucción - junto - lujo - mano - mayoría - novedad English: accessible - age - agree - agreement - amount to - arrive - bear - bottom - call - check in - close - come - come in - come through - come to - come up to - compromise - deal - decide - decision - draw in - end - fail - filter out - filter through - first - fog - gallop up - get - get in - get into - get up to - grip - half-way - head - home - hope - in - just - late - leak out I - make - master - only - place - power - pull in - reach - roll in - roll up

    English-spanish dictionary > llegar

  • 16 get

    get [get]
    ━━━━━━━━━━━━━━━━━
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    ► vb: pret, ptp got, ptp (US) gotten
    ━━━━━━━━━━━━━━━━━
    ━━━━━━━━━━━━━━━━━
    ► When get is part of a set combination, eg get the sack, get hold of, look up the other word.
    ━━━━━━━━━━━━━━━━━
       a. ( = have, receive, obtain) avoir
    ━━━━━━━━━━━━━━━━━
    avoir covers a wide range of meanings, and like get is unspecific.
    ━━━━━━━━━━━━━━━━━
    ━━━━━━━━━━━━━━━━━
    ► Some get + noun combinations may take a more specific French verb.
    ━━━━━━━━━━━━━━━━━
    have/has got
    how many have you got? combien en avez-vous ?
    I've got it! ( = have safely) (ça y est) je l'ai !
    you're okay, I've got you! ne t'en fais pas, je te tiens !
       b. ( = find) trouver
    you get different kinds of... on trouve plusieurs sortes de...
       c. ( = buy) acheter
    where do they get their raw materials? où est-ce qu'ils achètent leurs matières premières ?
       d. ( = fetch, pick up) aller chercher
    can you get my coat from the cleaners? est-ce que tu peux aller chercher mon manteau au pressing ?
       e. ( = take) prendre
       f. ( = call in) appeler
       g. ( = prepare) préparer
       h. ( = catch) [+ disease, fugitive] attraper ; [+ name, details] comprendre
    we'll get them yet! on leur revaudra ça !
    he'll get you for that! qu'est-ce que tu vas prendre ! (inf)
       i. ( = understand) get it? (inf) t'as pigé ? (inf)
    you've got it in one! (inf) tu as tout compris !
    let me get this right, you're saying that... alors, si je comprends bien, tu dis que...
       j. ( = answer) can you get the phone? est-ce que tu peux répondre ?
    I'll get it! j'y vais !
       k. ( = annoy) (inf) agacer
    to get + adjective
    ━━━━━━━━━━━━━━━━━
    ► This construction is often translated by a verb alone. Look up the relevant adjective.
    ━━━━━━━━━━━━━━━━━
    when do you think you'll get it finished? ( = when will you finish it) quand penses-tu avoir fini ?
    you can't get anything done round here ( = do anything) il est impossible de travailler icito get sb/sth to do sth
    ━━━━━━━━━━━━━━━━━
    réussir or pouvoir may be used when speaking of achieving a result.
    ━━━━━━━━━━━━━━━━━
    to get sb/sth somewhere
    to get sth upstairs monter qchto get sb/sth + preposition
    to get o.s. into a difficult position se mettre dans une situation délicate
       a. ( = go) aller( to à, ( from de ) ;) ( = arrive) arriver ; ( = be) être
    how do you get there? comment fait-on pour y aller ?
    can you get there from London by bus? est-ce qu'on peut y aller de Londres en bus ?
    what time do you get to Sheffield? à quelle heure arrivez-vous à Sheffield ?
    to get + adverb/preposition
    how did that box get here? comment cette boîte est-elle arrivée ici ?
    what's got into him? qu'est-ce qui lui prend ?
    now we're getting somewhere! (inf) enfin du progrès !
    how's your thesis going? -- I'm getting there où en es-tu avec ta thèse ? -- ça avance
    where did you get to? où étais-tu donc passé ?
    where can he have got to? où est-il passé ?
    where have you got to? (in book, work) où en êtes-vous ?
    to get + adjective
    ━━━━━━━━━━━━━━━━━
    ► This construction is often translated by a verb alone.
    ━━━━━━━━━━━━━━━━━
    how stupid can you get? il faut vraiment être stupide !
    to get used to sth/to doing s'habituer à qch/à faire
    to get + past participle (passive)
    ━━━━━━━━━━━━━━━━━
    ► Reflexive verbs are used when the sense is not passive.
    ━━━━━━━━━━━━━━━━━
    to get to + infinitive
    students only get to use the library between 2pm and 8pm les étudiants ne peuvent utiliser la bibliothèque qu'entre 14 heures et 20 heureshave got to + infinitive ( = must)
    have you got to go and see her? est-ce que vous êtes obligé d'aller la voir ?
    you've got to be joking! tu plaisantes !to get + -ing ( = begin)
    I got to thinking that... (inf) je me suis dit que...
       a. ( = move about) se déplacer
    he gets about with a stick/on crutches il marche avec une canne/des béquilles
       b. ( = travel) voyager
       c. [news] circuler
    the story had got about that... des rumeurs circulaient selon lesquelles...
    it has got about that... le bruit court que...
    to get above o.s. avoir la grosse tête (inf)
    you're getting above yourself! pour qui te prends-tu ? get across
    [person crossing] traverser ; [meaning, message] passer
    the message is getting across that people must... les gens commencent à comprendre qu'il faut...
    [+ person crossing] faire traverser ; [+ ideas, intentions, desires] communiquer ( to sb à qn)
    (in race) prendre de l'avance ; (in career) monter en grade
       a. ( = go) aller (to à ) ; ( = leave) s'en aller
       b. ( = manage) se débrouiller
    to get along without sth/sb se débrouiller sans qch/qn
       c. ( = progress) [work] avancer ; [student, invalid] faire des progrès
       d. ( = be on good terms) (bien) s'entendre
     → get about
     → get round
       a. [+ object, person, place] atteindre
       b. [+ facts, truth] découvrir
       c. ( = suggest) what are you getting at? où voulez-vous en venir ?
       d. (British) ( = attack) s'en prendre à
       e. ( = influence) (inf) suborner
       a. ( = leave) partir
    get away (with you)! (inf) à d'autres !
       b. ( = escape) s'échapper
    to get away from [+ people, situation] échapper à ; [+ idea] renoncer à
    she moved here to get away from the stress of city life elle est venue s'installer ici pour échapper au stress de la vie citadine
       a. ( = take) emmener ; ( = move away) éloigner ; ( = send off) expédier
    ( = suffer no consequences)
    you'll never get away with that! on ne te laissera pas passer ça ! (inf)
       a. ( = return) revenir
    can I get back to you on that? (inf) puis-je vous recontacter à ce sujet ? ; (on phone) puis-je vous rappeler à ce sujet ?
       b. ( = move backwards) reculer
    get back! reculez !
       a. ( = recover) [+ sth lent, sth lost, stolen] récupérer ; [+ strength] reprendre ; [+ one's husband, partner] faire revenir
       b. ( = return) rendre
    ( = retaliate against) prendre sa revanche sur
       a. ( = pass) passer
       b. ( = manage) arriver à s'en sortir (inf)
    he'll get by! il s'en sortira ! (inf) get down
    descendre (from, off de)
    get down! ( = climb down) descends ! ; ( = lie down) couche-toi !
       a. (from upstairs, attic) descendre ; (from shelf) prendre
       b. ( = swallow) [+ food, pill] (inf) avaler
       c. ( = make note of) noter
       d. ( = depress) déprimer
       a. [person] ( = enter) entrer ; ( = be admitted to university, school) être admis
    do you think we'll get in? tu crois qu'on réussira à entrer ?
       b. ( = arrive) [train, bus, plane] arriver
       c. ( = be elected) [member] être élu ; [party] accéder au pouvoir
       a. [+ harvest] rentrer
    did you get your essay in on time? as-tu rendu ta dissertation à temps ?
       b. ( = buy) acheter
       c. ( = fit in) glisser
       a. ( = enter) [+ house, park] entrer dans ; [+ car, train] monter dans
       b. [+ clothes] mettre
       a. ( = gain favour of) (réussir à) se faire bien voir de
       b. ( = become friendly with) se mettre à fréquenter
       b. ( = depart) [person] partir ; [car] démarrer ; [plane] décoller
    to get off to a good start [project, discussion] bien partir
       c. ( = escape) s'en tirer
       d. ( = leave work) finir ; ( = take time off) se libérer
       a. [+ bus, train] descendre de
       b. [+ clothes, shoes] enlever
       d. ( = save from punishment) faire acquitter
       a. to get off a bus/a bike descendre d'un bus/de vélo
    get off the floor! levez-vous !
    I wish he would get off my back! (inf) si seulement il pouvait me ficher la paix (inf) !
    (British) lever (inf !)
    get on
       a. (on to bus, bike) monter ; (on to ship) monter à bord
       b. ( = advance, make progress) avancer
    how are you getting on? comment ça marche ? (inf)
    how did you get on? comment ça s'est passé ?
       c. ( = succeed) réussir
    if you want to get on, you must... si tu veux réussir, tu dois...
       d. ( = agree) s'entendre
    ( = put on) [+ clothes, shoes] mettre
       a. ( = get in touch with) se mettre en rapport avec ; ( = speak to) parler à ; ( = ring up) téléphoner à
       b. ( = start talking about) aborder
       a. ( = continue) continuer
    while they talked she got on with her work pendant qu'ils parlaient, elle a continué à travailler
    get on with it! (working) allez, au travail ! ; (telling sth) accouche ! (inf)
       b. ( = start on) se mettre à
    I'd better get on with the job! il faut que je m'y mette ! get out
       a. sortir (of de ) ; (from vehicle) descendre (of de)
    get out! sortez !
    let's get out of here! sortons d'ici !
       b. ( = escape) s'échapper (of de)
    to get out of [+ task, obligation] échapper à ; [+ difficulty] surmonter
    you'll have to do it, you can't get out of it il faut que tu le fasses, tu ne peux pas y échapper
    some people will do anything to get out of paying taxes certaines personnes feraient n'importe quoi pour éviter de payer des impôts
       c. [news] se répandre ; [secret] être éventé
    wait till the news gets out! attends que la nouvelle soit ébruitée !
       a. ( = bring out) [+ object] sortir
       b. ( = remove) [+ nail, tooth] arracher ; [+ stain] enlever
       c. ( = free) [+ person] faire sortir
    ( = cross) traverser ; [message, meaning] passer (inf) ; [speaker] se faire entendre
       a. [+ road] traverser ; [+ obstacle, difficulty] surmonter ; [+ problem] résoudre
    I can't get over the fact that... je n'en reviens pas que... + subj
       a. [+ person, animal, vehicle] faire passer
       b. ( = communicate) faire comprendre ; [+ ideas] communiquer get over with separable transitive verb
    ( = have done with) en finir
    = get about
       a. [+ obstacle, difficulty, law] contourner
    I don't think I'll get round to it before next week je ne pense pas trouver le temps de m'en occuper avant la semaine prochaine get through
       a. [news] parvenir (to à ) ; [signal] être reçu
       b. ( = be accepted, pass) [candidate] être reçu ; [motion, bill] passer
       d. ( = communicate with) to get through to sb communiquer avec qn
       a. [+ hole, window] passer par ; [+ hedge] passer à travers ; [+ crowd] se frayer un chemin à travers
       b. ( = do) [+ work] faire ; [+ book] lire (en entier)
       c. ( = use) [+ supplies] utiliser ; [+ money] dépenser ; [+ food] manger ; [+ drink] boire
    we get through £150 per week nous dépensons 150 livres par semaine
       d. ( = survive) how are they going to get through the winter? comment vont-ils passer l'hiver ?
       a. [+ person, object] faire passer
    to get the message through to sb that... faire comprendre à qn que...
    [+ people, ideas, money] rassembler ; [+ group] former
    ( = pass underneath) passer par-dessous
    to get under a fence/a rope passer sous une barrière/une corde
    get up
       a. ( = rise) [person] se lever ( from de ) ; [wind] se lever
    what time did you get up? à quelle heure t'es-tu levé ?
       b. (on a chair, on stage) monter
       b. (from bed) [+ person] faire lever ; ( = wake) réveiller get up to inseparable transitive verb
       a. ( = catch up with) rattraper
       b. ( = reach) arriver à
    where did we get up to last week? où en sommes-nous arrivés la semaine dernière ?
       c. ( = be involved in) (inf) to get up to mischief faire des bêtises
    do you realize what they've been getting up to? tu sais ce qu'ils ont trouvé le moyen de faire ?
    what have you been getting up to lately? qu'est-ce que tu deviens ?
    * * *
    Note: This much-used verb has no multi-purpose equivalent in French and therefore is very often translated by choosing a synonym: to get lunch = to prepare lunch = préparer le déjeuner
    get is used in many idiomatic expressions ( to get something off one's chest etc) and translations will be found in the appropriate entry (chest etc). This is also true of offensive comments ( get lost etc) where the appropriate entry would be lost
    Remember that when get is used to express the idea that a job is done not by you but by somebody else ( to get a room painted etc) faire is used in French followed by an infinitive ( faire repeindre une pièce etc)
    When get has the meaning of become and is followed by an adjective (to get rich/drunk etc) devenir is sometimes useful but check the appropriate entry (rich, drunk etc) as a single verb often suffices ( s'enrichir, s'enivrer etc)
    [get] 1.
    transitive verb (p prés - tt-; prét got; pp got, gotten US)
    1) ( receive) recevoir [letter, grant]; recevoir, percevoir [salary, pension]; Television, Radio capter [channel]
    2) ( inherit)

    to get something from somebodylit hériter quelque chose de quelqu'un [article, money]; fig tenir quelque chose de quelqu'un [trait, feature]

    3) ( obtain) ( by applying) obtenir [permission, divorce, licence]; trouver [job]; ( by contacting) trouver [plumber]; appeler [taxi]; ( by buying) acheter [item] ( from chez); avoir [ticket]

    to get something for nothing/at a discount — avoir quelque chose gratuitement/avec une réduction

    to get somebody something —

    to get something for somebody — ( by buying) acheter quelque chose à quelqu'un

    4) ( subscribe to) acheter [newspaper]
    5) ( acquire) se faire [reputation]
    6) ( achieve) obtenir [grade, mark, answer]

    he got it right — ( of calculation) il a obtenu le bon résultat; ( of answer) il a répondu juste

    7) ( fetch) chercher [object, person, help]

    to get somebody something —

    8) (manoeuvre, move)

    to get somebody/something upstairs/downstairs — faire monter/descendre quelqu'un/quelque chose

    10) ( contact)
    11) ( deal with)

    I'll get it — ( of phone) je réponds; ( of doorbell) j'y vais

    12) ( prepare) préparer [breakfast, lunch etc]
    13) ( take hold of) attraper [person] (by par)

    I've got you, don't worry — je te tiens, ne t'inquiète pas

    to get something from ou off — prendre quelque chose sur [shelf, table]

    to get something from ou out of — prendre quelque chose dans [drawer, cupboard]

    14) (colloq) ( oblige to give)

    to get something from ou out of somebody — faire sortir quelque chose à quelqu'un [money]; fig obtenir quelque chose de quelqu'un [truth]

    15) (colloq) ( catch) gen arrêter [escapee]

    got you!gen je t'ai eu!; ( caught in act) vu!

    16) Medicine attraper [disease]
    17) ( use as transport) prendre [bus, train]
    18) ( have)

    to have gotavoir [object, money, friend etc]

    to get (hold of) the idea ou impression that — se mettre dans la tête que

    20) ( suffer)
    21) ( be given as punishment) prendre [five years etc]; avoir [fine]
    22) ( hit)

    to get somebody/something with — toucher quelqu'un/quelque chose avec [stone, arrow]

    got it! — ( of target) touché!

    23) (understand, hear) comprendre

    now let me get this right... — alors si je comprends bien...

    ‘where did you hear that?’ - ‘I got it from Paul’ — ‘où est-ce que tu as entendu ça?’ - ‘c'est Paul qui me l'a dit’

    24) (colloq) (annoy, affect)

    what gets me is... — ce qui m'agace c'est que...

    25) (learn, learn of)

    to get to do — (colloq) finir par faire

    how did you get to know ou hear of our organization? — comment avez-vous entendu parler de notre organisation?

    to get to do — avoir l'occasion de faire, pouvoir faire

    27) ( start)

    to get to doing — (colloq) commencer à faire

    then I got to thinking that... — puis je me suis dit que...

    28) ( must)

    to have got to dodevoir faire [homework, chore]

    you've got to realize that... — il faut que tu te rendes compte que...

    29) ( persuade)
    31) ( cause)
    2.
    intransitive verb (p prés - tt-; prét got; pp got, gotten US)
    1) ( become) devenir [suspicious, old]

    how lucky/stupid can you get! — il y en a qui ont de la chance/qui sont vraiment stupides!

    to get into — (colloq) ( as hobby) se mettre à; ( as job) commencer dans; fig

    4) ( arrive)

    how did you get here? — ( by what miracle) comment est-ce que tu es arrivé là?; ( by what means) comment est-ce que tu es venu?

    5) ( progress)
    6) (colloq) ( put on)

    to get into — mettre, enfiler (colloq) [pyjamas, overalls]

    Phrasal Verbs:
    ••

    get along with you! — (colloq) ne sois pas ridicule!

    get away with you! — (colloq) arrête de raconter n'importe quoi! (colloq)

    I'll get you (colloq) for that — je vais te le faire payer (colloq)

    he's got it bad — (colloq) il est vraiment mordu

    to get it together — (colloq) se ressaisir

    to get with it — (colloq) se mettre dans le coup (colloq)

    English-French dictionary > get

  • 17 point\ out

    1. III
    point out smth., smb. point out a semaphore (a spire, a landmark, the flowers you would like me to cut for you, the man who did it, etc.) указывать /показывать/ на семафор и т.д.; point out the place you told me about укажите то место, о котором вы мне говорили; point out smb.'s mistakes (smb.'s influence, the advantage of the proposal, difficulties, etc.) обращать чье-л. внимание на ошибки и т.д.
    2. XI
    be pointed out as smb., smth. I had seen him pointed out as the captain of the team я видел, что на него указывали как на капитана команды; this picture was pointed out as a masterpiece на эту картину указывали как на шедевр; be pointed out to smb. the difficulties were pointed out to him его внимание обратили на трудности
    3. XII
    have smth. pointed out he had the danger (the difficulty, the consequences, etc.) pointed out его внимание обратили /ему указали/ на опасность и т.д.
    4. XXI1
    point out smb., smth. to (for) smb. point out the man you suspect (the finest picture, the place you had spoken of, etc.) to smb. указывать кому-л. на человека, которого подозреваешь и т.д.; point out to smb. the advantage of her plan (his duty, the folly of his conduct, etc.) указывать кому-л. на преимущества ее плана и т.д.; point out an object in the sky (lines for further investigation, etc.) указывать /показывать/ на какой-то предмет в небе и т.д.
    5. XXIV2
    point out smb. /smb. out/ as possessing some quality nothing seems to point him out as guilty ничто, казалось, не указывало на его виновность
    6. XXV
    point out that... point out that he is wrong (that delay is unwise, that there was little chance of success, etc.) указывать на то, что он неправ и т.д.
    7. XXVII2
    point out to smb. that... point out to smb. that he is wrong указывать кому-л. на то, что он неправ

    English-Russian dictionary of verb phrases > point\ out

  • 18 error management

    The process of detecting and responding to errors with countermeasures that reduce or eliminate the consequences of errors, and mitigate the probability of further errors or undesired states.
    Official definition added to An 1 by Amdt 167 (2006) and modified by Amdt 168 (2007).
    Процесс обнаружения ошибок и реагирования на них с помощью контрмер, которые уменьшают или устраняют последствия ошибок и снижают вероятность ошибок или нежелательных состояний.

    International Civil Aviation Vocabulary (English-Russian) > error management

  • 19 Empire, Portuguese overseas

    (1415-1975)
       Portugal was the first Western European state to establish an early modern overseas empire beyond the Mediterranean and perhaps the last colonial power to decolonize. A vast subject of complexity that is full of myth as well as debatable theories, the history of the Portuguese overseas empire involves the story of more than one empire, the question of imperial motives, the nature of Portuguese rule, and the results and consequences of empire, including the impact on subject peoples as well as on the mother country and its society, Here, only the briefest account of a few such issues can be attempted.
       There were various empires or phases of empire after the capture of the Moroccan city of Ceuta in 1415. There were at least three Portuguese empires in history: the First empire (1415-1580), the Second empire (1580-1640 and 1640-1822), and the Third empire (1822-1975).
       With regard to the second empire, the so-called Phillipine period (1580-1640), when Portugal's empire was under Spanish domination, could almost be counted as a separate era. During that period, Portugal lost important parts of its Asian holdings to England and also sections of its colonies of Brazil, Angola, and West Africa to Holland's conquests. These various empires could be characterized by the geography of where Lisbon invested its greatest efforts and resources to develop territories and ward off enemies.
       The first empire (1415-1580) had two phases. First came the African coastal phase (1415-97), when the Portuguese sought a foothold in various Moroccan cities but then explored the African coast from Morocco to past the Cape of Good Hope in South Africa. While colonization and sugar farming were pursued in the Atlantic islands, as well as in the islands in the Gulf of Guinea like São Tomé and Príncipe, for the most part the Portuguese strategy was to avoid commitments to defending or peopling lands on the African continent. Rather, Lisbon sought a seaborne trade empire, in which the Portuguese could profit from exploiting trade and resources (such as gold) along the coasts and continue exploring southward to seek a sea route to Portuguese India. The second phase of the first empire (1498-1580) began with the discovery of the sea route to Asia, thanks to Vasco da Gama's first voyage in 1497-99, and the capture of strong points, ports, and trading posts in order to enforce a trade monopoly between Asia and Europe. This Asian phase produced the greatest revenues of empire Portugal had garnered, yet ended when Spain conquered Portugal and commanded her empire as of 1580.
       Portugal's second overseas empire began with Spanish domination and ran to 1822, when Brazil won her independence from Portugal. This phase was characterized largely by Brazilian dominance of imperial commitment, wealth in minerals and other raw materials from Brazil, and the loss of a significant portion of her African and Asian coastal empire to Holland and Great Britain. A sketch of Portugal's imperial losses either to native rebellions or to imperial rivals like Britain and Holland follows:
       • Morocco (North Africa) (sample only)
       Arzila—Taken in 1471; evacuated in 1550s; lost to Spain in 1580, which returned city to a sultan.
       Ceuta—Taken in 1415; lost to Spain in 1640 (loss confirmed in 1668 treaty with Spain).
       • Tangiers—Taken in 15th century; handed over to England in 1661 as part of Catherine of Braganza's dowry to King Charles II.
       • West Africa
       • Fort/Castle of São Jorge da Mina, Gold Coast (in what is now Ghana)—Taken in 1480s; lost to Holland in 1630s.
       • Middle East
       Socotra-isle—Conquered in 1507; fort abandoned in 1511; used as water resupply stop for India fleet.
       Muscat—Conquered in 1501; lost to Persians in 1650.
       Ormuz—Taken, 1505-15 under Albuquerque; lost to England, which gave it to Persia in the 17th century.
       Aden (entry to Red Sea) — Unsuccessfully attacked by Portugal (1513-30); taken by Turks in 1538.
       • India
       • Ceylon (Sri Lanka)—Taken by 1516; lost to Dutch after 1600.
       • Bombay—Taken in 16th century; given to England in 1661 treaty as part of Catherine of Braganza's dowry for Charles II.
       • East Indies
       • Moluccas—Taken by 1520; possession confirmed in 1529 Saragossa treaty with Spain; lost to Dutch after 1600; only East Timor remaining.
       After the restoration of Portuguese independence from Spain in 1640, Portugal proceeded to revive and strengthen the Anglo- Portuguese Alliance, with international aid to fight off further Spanish threats to Portugal and drive the Dutch invaders out of Brazil and Angola. While Portugal lost its foothold in West Africa at Mina to the Dutch, dominion in Angola was consolidated. The most vital part of the imperial economy was a triangular trade: slaves from West Africa and from the coasts of Congo and Angola were shipped to plantations in Brazil; raw materials (sugar, tobacco, gold, diamonds, dyes) were sent to Lisbon; Lisbon shipped Brazil colonists and hardware. Part of Portugal's War of Restoration against Spain (1640-68) and its reclaiming of Brazil and Angola from Dutch intrusions was financed by the New Christians (Jews converted to Christianity after the 1496 Manueline order of expulsion of Jews) who lived in Portugal, Holland and other low countries, France, and Brazil. If the first empire was mainly an African coastal and Asian empire, the second empire was primarily a Brazilian empire.
       Portugal's third overseas empire began upon the traumatic independence of Brazil, the keystone of the Lusitanian enterprise, in 1822. The loss of Brazil greatly weakened Portugal both as a European power and as an imperial state, for the scattered remainder of largely coastal, poor, and uncolonized territories that stretched from the bulge of West Africa to East Timor in the East Indies and Macau in south China were more of a financial liability than an asset. Only two small territories balanced their budgets occasionally or made profits: the cocoa islands of São Tomé and Príncipe in the Gulf of Guinea and tiny Macau, which lost much of its advantage as an entrepot between the West and the East when the British annexed neighboring Hong Kong in 1842. The others were largely burdens on the treasury. The African colonies were strapped by a chronic economic problem: at a time when the slave trade and then slavery were being abolished under pressures from Britain and other Western powers, the economies of Guinea- Bissau, São Tomé/Príncipe, Angola, and Mozambique were totally dependent on revenues from the slave trade and slavery. During the course of the 19th century, Lisbon began a program to reform colonial administration in a newly rejuvenated African empire, where most of the imperial efforts were expended, by means of replacing the slave trade and slavery, with legitimate economic activities.
       Portugal participated in its own early version of the "Scramble" for Africa's interior during 1850-69, but discovered that the costs of imperial expansion were too high to allow effective occupation of the hinterlands. After 1875, Portugal participated in the international "Scramble for Africa" and consolidated its holdings in west and southern Africa, despite the failure of the contra-costa (to the opposite coast) plan, which sought to link up the interiors of Angola and Mozambique with a corridor in central Africa. Portugal's expansion into what is now Malawi, Zambia, and Zimbabwe (eastern section) in 1885-90 was thwarted by its oldest ally, Britain, under pressure from interest groups in South Africa, Scotland, and England. All things considered, Portugal's colonizing resources and energies were overwhelmed by the African empire it possessed after the frontier-marking treaties of 1891-1906. Lisbon could barely administer the massive area of five African colonies, whose total area comprised about 8 percent of the area of the colossal continent. The African territories alone were many times the size of tiny Portugal and, as of 1914, Portugal was the third colonial power in terms of size of area possessed in the world.
       The politics of Portugal's empire were deceptive. Lisbon remained obsessed with the fear that rival colonial powers, especially Germany and Britain, would undermine and then dismantle her African empire. This fear endured well into World War II. In developing and keeping her potentially rich African territories (especially mineral-rich Angola and strategically located Mozambique), however, the race against time was with herself and her subject peoples. Two major problems, both chronic, prevented Portugal from effective colonization (i.e., settling) and development of her African empire: the economic weakness and underdevelopment of the mother country and the fact that the bulk of Portuguese emigration after 1822 went to Brazil, Venezuela, the United States, and France, not to the colonies. These factors made it difficult to consolidate imperial control until it was too late; that is, until local African nationalist movements had organized and taken the field in insurgency wars that began in three of the colonies during the years 1961-64.
       Portugal's belated effort to revitalize control and to develop, in the truest sense of the word, Angola and Mozambique after 1961 had to be set against contemporary events in Europe, Africa, and Asia. While Portugal held on to a backward empire, other European countries like Britain, France, and Belgium were rapidly decolonizing their empires. Portugal's failure or unwillingness to divert the large streams of emigrants to her empire after 1850 remained a constant factor in this question. Prophetic were the words of the 19th-century economist Joaquim Oliveira Martins, who wrote in 1880 that Brazil was a better colony for Portugal than Africa and that the best colony of all would have been Portugal itself. As of the day of the Revolution of 25 April 1974, which sparked the final process of decolonization of the remainder of Portugal's third overseas empire, the results of the colonization program could be seen to be modest compared to the numbers of Portuguese emigrants outside the empire. Moreover, within a year, of some 600,000 Portuguese residing permanently in Angola and Mozambique, all but a few thousand had fled to South Africa or returned to Portugal.
       In 1974 and 1975, most of the Portuguese empire was decolonized or, in the case of East Timor, invaded and annexed by a foreign power before it could consolidate its independence. Only historic Macau, scheduled for transfer to the People's Republic of China in 1999, remained nominally under Portuguese control as a kind of footnote to imperial history. If Portugal now lacked a conventional overseas empire and was occupied with the challenges of integration in the European Union (EU), Lisbon retained another sort of informal dependency that was a new kind of empire: the empire of her scattered overseas Portuguese communities from North America to South America. Their numbers were at least six times greater than that of the last settlers of the third empire.

    Historical dictionary of Portugal > Empire, Portuguese overseas

  • 20 must

    I.
    must n Wine moût m.
    II.
    must, [transcription][m\\@st]
    When must indicates obligation or necessity, French tends to use either the verb devoir or the impersonal construction il faut que + subjunctive: I must go = je dois partir, il faut que je parte. For examples and particular usages see A 1 and A 3 below. See also have B 1 and the related usage note.
    When must expresses assumptions or probability, the verb devoir is always used: it must strike you as odd that = ça doit te sembler bizarre que (+ subj). See A 7 below for further examples. For the conjugation of devoir, see the French verb tables.
    1 (indicating obligation, prohibition) you must check your rearview mirror before indicating il faut regarder dans le rétroviseur avant de mettre son clignotant ; the feeding bottles must be sterilized les biberons doivent être stérilisés ; they said she must be consulted first ils ont dit qu'il fallait d'abord la consulter ; must we really be up by 7 am? est-ce qu'il faut vraiment qu'on soit levé pour 7 heures? ; you mustn't mention this to anyone il ne faut en parler à personne, tu ne dois en parler à personne ; all visitors must leave the premises tous les visiteurs doivent quitter les lieux ; the loan must be repaid in one year le prêt est remboursable en un an ; withdrawals must not exceed £200 les retraits ne doivent pas dépasser 200 livres sterling ; they begin, as all parents must, to adapt comme tous les parents, ils commencent à s'habituer ; it must eventually have an effect ça doit finir par avoir des conséquences ;
    2 (indicating requirement, condition) candidates must be EU nationals les candidats doivent être ressortissants d'un des pays de l'UE ; applicants must have spent at least one year abroad les candidats doivent avoir passé au moins un an à l'étranger ; to gain a licence you must spend 40 hours in the air pour obtenir son brevet il faut avoir 40 heures de vol ;
    3 (stressing importance, necessity) children must be alerted to the dangers les enfants doivent être avertis des dangers, il faut que les enfants soient avertis des dangers ; we must do more to improve standards il faut faire plus or nous devons faire plus pour améliorer le niveau ; immigrants must not become scapegoats il ne faut pas que les immigrés deviennent des boucs émissaires, les immigrés ne doivent pas devenir des boucs émissaires ; you must be patient il faut que tu sois patient, tu dois être patient ; tell her she mustn't worry dis-lui de ne pas s'inquiéter ; we must never forget il ne faut jamais oublier ; I must ask you not to smoke je dois vous demander de ne pas fumer ; it's very odd I must admit c'est très étrange je dois l'avouer ; I feel I must tell you that je pense devoir te dire que ; it must be said that il faut dire que ; I must apologize for being late je vous demande d'excuser mon retard ; I must say I was impressed je dois dire que j'étais impressionné ; that was pretty rude I must say! je dois dire que c'était assez impoli! ; very nice, I must say! iron très gentil vraiment! iron ;
    4 ( expressing intention) we must ask them about it soon il faut que nous leur demandions bientôt ; I must check the reference je dois vérifier la référence, il faut que je vérifie la référence ; we mustn't forget to let the cat out il ne faut pas or nous ne devons pas oublier de laisser sortir le chat ;
    5 ( indicating irritation) well, come in if you must bon, entre si tu insistes ; why must she always be so cynical? pourquoi faut-il toujours qu'elle soit si cynique? ; he's ill, if you must know il est malade si tu veux vraiment le savoir ; must you make such a mess? est-ce que tu as vraiment besoin de mettre le désordre? ;
    6 (in invitations, suggestions) you must come and visit us! il faut vraiment que vous veniez nous voir! ; we really must get together soon il faudrait vraiment qu'on se voie bientôt ; you must meet Flora Brown il faut absolument que tu fasses la connaissance de Flora Brown ;
    7 (expressing assumption, probability) it must be difficult living there ça doit être difficile de vivre là-bas ; it must have been very interesting for you to do ça a dû être très intéressant pour toi de faire ; there must be some mistake! il doit y avoir une erreur! ; they must be wondering what happened to us ils doivent se demander ce qui nous est arrivé ; what must people think? qu'est-ce que les gens doivent penser? ; viewers must have been surprised les téléspectateurs ont dû être surpris ; that must mean we're at the terminus ça doit vouloir dire que nous sommes au terminus ; that must be Marie-Hélène's tea ça doit être le thé de Marie-Hélène ; because he said nothing people thought he must be shy comme il ne disait rien les gens pensaient qu'il devait être timide ; they must really detest each other ils doivent vraiment se détester ; they must be even richer than we thought ils doivent être encore plus riches qu'on ne le pensait ; ‘he said so’-‘oh well it MUST be right, mustn't it?’ iron ‘c'est ce qu'il a dit’-‘ça doit être vrai alors!’ ; anyone who believes her must be naïve il faut vraiment être naïf pour la croire ; you must be out of your mind! tu es fou! ;
    8 (expressing strong interest, desire) this I must see! il faut que je voie ça! ; we simply must get away from here! il faut à tout prix que nous sortions d'ici!
    B n it's a must c'est indispensable (for pour) ; the book is a must for all gardeners ce livre est indispensable or est un must pour tous les amateurs de jardinage ; Latin is no longer a must for access to university le latin n'est plus indispensable pour entrer à l'université ; this film is a must ce film est à voir or à ne pas rater ; if you're going to Paris, a visit to the Louvre is a must si vous allez à Paris une visite au Louvre s'impose.

    Big English-French dictionary > must

См. также в других словарях:

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