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(ITA - 2016 - 1 FASE) Marque a opo cujo assunto no mencionado no texto.

(ITA - 2016 - 1 FASE) Brazils business Belindia Why the country produces fewer world-class companies than it should BRAZILIANS make up almost of the planets population and produce about of its output. Yet of the firms in Fortune magazines 2014 Global 500 ranking of the biggest companies by revenue only seven, or were from Brazil, down from eight in 2013. And on Forbess list of the most highly valued firms worldwide just 25, or were Brazilian. The countrys biggest corporate star, Petrobras, is mired in scandals, its debt downgraded to junk status. 1In 1974 Edmar Bacha, an economist, described its economy as Belindia, a Belgium-sized island of prosperity in a sea of India-like poverty. Since then Brazil has done far better than India in alleviating poverty, but in business terms it still has a Belindia problem: a handful of world-class enterprises in a sea of poorly run ones. 2Brazilian businesses face a litany of obstacles: bureaucracy, complex tax rules, shoddy infrastructure and a shortage of skilled workers to say nothing of a stagnant economy. But a big reason for Brazilian firms underperformance is less well rehearsed: poor management. Since 2004 John van Reenen of the London School of Economics and his colleagues have surveyed midsized firms in 34 countries, grading them on a five-point scale based on how well they monitor their operations, set targets and reward performance. Brazilian firms average score, at is similar to that of Chinas and a bit above that of Indias. But Brazil ranks below Chile (2.8) and Mexico (2.9); America leads the pack with 3.3. 3The best Brazilian firms score as well as the best American ones, but its long tail of badly run ones is fatter. Part of the explanation is that medium and large firms tend to be better-organised than small ones, and not only because well-run ones are likelier to grow. 4Brazil offers incentives aplenty to stay bitty, such as preferential tax treatment for firms with a turnover of no more than reais As they expand, many firms split rather than face increased scrutiny from the taxman. According to the World Bank, a midsized Brazilian firm spends hours filing taxes each year. In Mexico, it is hours. 5Ownership patterns play a part too. 6Many Brazilian concerns are controlled by an individual shareholder, or one or two families. 7Two-thirds of those with sales of more than $1 billion a year are family-owned, notes Heinz-Peter Elstrodt of McKinsey, a consulting firm. That is less than in Mexico or South Korea but more than in America or Europe. Mr Van Reenens research shows that where family owners plump for outside chief executives, their firms do no worse than similarly sized ones with more diverse shareholders. But all too often they pick kin over professional managers and performance suffers. 8This is particularly true in low-trust societies like Brazil, where bosses hire relatives instead of better-qualified strangers to avoid being robbed or sued for falling foul of overly worker-friendly labour laws. 9Decades of economic turmoil 10which ended when hyperinflation was vanquished in 1994 meant that companies were managed from crisis to crisis. 11This forced Brazilian firms to be nimble. But it also encouraged short-termism, which management consultants and academics finger as Brazilian managers number-one sin. Faced with a record drought in 2014, 12and a subsequent spike in energy prices in a hydropower-dependent country, Usiminas, a steelmaker, stopped smelting and started selling power it had bought on cheap long-term contracts. Energy sales made up most of its operating profits that year. 13Such short-term stunts are hardly the path to long-term greatness. Worse, crisis management all too often consists of going cap in hand to the government. 14Brazilian bosses continue to waste hours in meetings with politicians that could be better spent improving their businesses. 15In January 2014, as vehicle sales flagged, 16the automotive industrys reflex reaction was to descend on the capital, Braslia, and demand an extension of its costly tax breaks. Thanks to lifelines cast by the state, feeble firms stay afloat rather than sink and make room for more agile competitors. Shielded from competition by tariffs, subsidies and local-content rules, they have little reason to innovate. A locally invented gizmo which lets cars run on both petrol and biodiesel is nifty. But, asks Marcos Lisboa of Insper, a business school, does that really justify six decades of public support for the motor industry? The dead hand of government Indeed, a glance at the Belgian end of Brazils corporate landscape suggests that successful firms cluster in sectors the state has not tried desperately to help, such as retail or finance. 17Bradesco, a big lender, is internationally praised as a pioneer of automated banking. Each month Arezzo creates new models of womens shoes, and picks 170-odd to sell in its shops. Brazils other world-beaters are in industries like agriculture and aerospace, which are free to compete at home and abroad, and in which the government sticks to its proper role. In 1990 farms were allowed to consolidate and to buy foreign machines, pesticides and fertiliser. Efforts by Brazils trade negotiators opened up export markets. JBS, a meat giant, can slaughter head of cattle a day, selling more beef than any rival worldwide. Thanks in part to Embrapa, the national agriculture-research agency, Brazilian farms have been raising productivity by about a year for two decades. Similarly, a supply of skilled engineers and know-how from the governments Technological Institute of Aeronautics has helped turn Embraer, privatised in 1994, into one of the worlds most successful aircraft-makers. The success of businesses such as these offers a lesson for the state. The best way to make Brazils underperforming firms more competitive would be to make them compete more. 18Coddling by the state can be more a curse than a blessing. Ronald Reagans dictum that the nine most terrifying words in the English language are, Im from the government and Im here to help, translates well into Flemish, Hindi and Brazilian Portuguese. By Schumpeter. In: The Economist. Feb 28th, 2015. De acordo com o texto,

(ITA - 2016 - 1 FASE) Marque a opo em que a(s) vrgula(s) sublinhada(s) no demarca(m) um termo ou expresso explicativa.

(ITA - 2016 - 1 FASE) Os termos sublinhados nas oraes abaixo podem ser substitudos, respectivamente, sem que haja prejuzo do sentido, por: I. Ownership patterns play a part too (linha 23) as well. II. Decades of economic turmoil... (linha 30) growth. III. Brazilian bosses continue to waste hours in meetings with politicians(linhas 36/37) findings. IV. In January 2014, as vehicle sales flagged (linha 37/38) dropped. Esto corretas:

(ITA - 2016 - 1 FASE) Considere o texto Brazils business Belindia Why the country produces fewer world-class companies than it should para responder. Marque, dentre as frases extradas do texto, aquela que expressa o posicionamento do autor com relao ao papel do governo na gesto de empresas brasileiras.

(ITA - 2016 - 1 FASE) O texto apresenta como modelos de gesto bem sucedida e independente de auxlio do governo as empresas

(ITA - 2016 - 1 FASE) Brazils business Belindia Why the country produces fewer world-class companies than it should BRAZILIANS make up almost of the planets population and produce about of its output. Yet of the firms in Fortune magazines 2014 Global 500 ranking of the biggest companies by revenue only seven, or were from Brazil, down from eight in 2013. And on Forbess list of the most highly valued firms worldwide just 25, or were Brazilian. The countrys biggest corporate star, Petrobras, is mired in scandals, its debt downgraded to junk status. 1In 1974 Edmar Bacha, an economist, described its economy as Belindia, a Belgium-sized island of prosperity in a sea of India-like poverty. Since then Brazil has done far better than India in alleviating poverty, but in business terms it still has a Belindia problem: a handful of world-class enterprises in a sea of poorly run ones. 2Brazilian businesses face a litany of obstacles: bureaucracy, complex tax rules, shoddy infrastructure and a shortage of skilled workers to say nothing of a stagnant economy. But a big reason for Brazilian firms underperformance is less well rehearsed: poor management. Since 2004 John van Reenen of the London School of Economics and his colleagues have surveyed midsized firms in 34 countries, grading them on a five-point scale based on how well they monitor their operations, set targets and reward performance. Brazilian firms average score, at is similar to that of Chinas and a bit above that of Indias. But Brazil ranks below Chile (2.8) and Mexico (2.9); America leads the pack with 3.3. 3The best Brazilian firms score as well as the best American ones, but its long tail of badly run ones is fatter. Part of the explanation is that medium and large firms tend to be better-organised than small ones, and not only because well-run ones are likelier to grow. 4Brazil offers incentives aplenty to stay bitty, such as preferential tax treatment for firms with a turnover of no more than reais As they expand, many firms split rather than face increased scrutiny from the taxman. According to the World Bank, a midsized Brazilian firm spends hours filing taxes each year. In Mexico, it is hours. 5Ownership patterns play a part too. 6Many Brazilian concerns are controlled by an individual shareholder, or one or two families. 7Two-thirds of those with sales of more than $1 billion a year are family-owned, notes Heinz-Peter Elstrodt of McKinsey, a consulting firm. That is less than in Mexico or South Korea but more than in America or Europe. Mr Van Reenens research shows that where family owners plump for outside chief executives, their firms do no worse than similarly sized ones with more diverse shareholders. But all too often they pick kin over professional managers and performance suffers. 8This is particularly true in low-trust societies like Brazil, where bosses hire relatives instead of better-qualified strangers to avoid being robbed or sued for falling foul of overly worker-friendly labour laws. 9Decades of economic turmoil 10which ended when hyperinflation was vanquished in 1994 meant that companies were managed from crisis to crisis. 11This forced Brazilian firms to be nimble. But it also encouraged short-termism, which management consultants and academics finger as Brazilian managers number-one sin. Faced with a record drought in 2014, 12and a subsequent spike in energy prices in a hydropower-dependent country, Usiminas, a steelmaker, stopped smelting and started selling power it had bought on cheap long-term contracts. Energy sales made up most of its operating profits that year. 13Such short-term stunts are hardly the path to long-term greatness. Worse, crisis management all too often consists of going cap in hand to the government. 14Brazilian bosses continue to waste hours in meetings with politicians that could be better spent improving their businesses. 15In January 2014, as vehicle sales flagged, 16the automotive industrys reflex reaction was to descend on the capital, Braslia, and demand an extension of its costly tax breaks. Thanks to lifelines cast by the state, feeble firms stay afloat rather than sink and make room for more agile competitors. Shielded from competition by tariffs, subsidies and local-content rules, they have little reason to innovate. A locally invented gizmo which lets cars run on both petrol and biodiesel is nifty. But, asks Marcos Lisboa of Insper, a business school, does that really justify six decades of public support for the motor industry? The dead hand of government Indeed, a glance at the Belgian end of Brazils corporate landscape suggests that successful firms cluster in sectors the state has not tried desperately to help, such as retail or finance. 17Bradesco, a big lender, is internationally praised as a pioneer of automated banking. Each month Arezzo creates new models of womens shoes, and picks 170-odd to sell in its shops. Brazils other world-beaters are in industries like agriculture and aerospace, which are free to compete at home and abroad, and in which the government sticks to its proper role. In 1990 farms were allowed to consolidate and to buy foreign machines, pesticides and fertiliser. Efforts by Brazils trade negotiators opened up export markets. JBS, a meat giant, can slaughter head of cattle a day, selling more beef than any rival worldwide. Thanks in part to Embrapa, the national agriculture-research agency, Brazilian farms have been raising productivity by about a year for two decades. Similarly, a supply of skilled engineers and know-how from the governments Technological Institute of Aeronautics has helped turn Embraer, privatised in 1994, into one of the worlds most successful aircraft-makers. The success of businesses such as these offers a lesson for the state. The best way to make Brazils underperforming firms more competitive would be to make them compete more. 18Coddling by the state can be more a curse than a blessing. Ronald Reagans dictum that the nine most terrifying words in the English language are, Im from the government and Im here to help, translates well into Flemish, Hindi and Brazilian Portuguese. By Schumpeter. In: The Economist. Feb 28th, 2015. Considere as seguintes afirmativas: I. Em This forced Brazilian firms to be nimble. But it also encouraged short-termism, which management consultants... (reference 11), os pronomes sublinhados possuem o mesmo referente. II. Em The best Brazilian firms score as well as the best American ones... (reference 3) e em Brazil offers incentives aplenty to stay bitty, such as preferential tax treatment (reference 4) os termos sublinhados tm o mesmo sentido. III. Em This is particularly true in low-trust societies like Brazil (reference 8) e em Bradesco, a big lender, is internationally praised as a pioneer (reference 17) os termos sublinhados tm o mesmo sentido. IV. Em ...which ended when hyperinflation was vanquished in 1994 (reference 10) e em the automotive industrys reflex reaction was to descend on the capital (reference 16), as formas verbais sublinhadas esto na voz passiva. Est(ao) correta(s)

(ITA - 2016 - 1 FASE) Os tipos de inteligncia que se associam s definies I , II , III e IV da figura so, respectivamente:

(ITA - 2016 - 1 FASE) De acordo com a descrio dos tipos de inteligncia apresentados na figura:

(ITA - 2016 - 1 FASE) Considere as seguintes construes lxico-gramaticais da figura: I. O uso do -ing mostra que os tipos de inteligncia so momentneos. II. O uso dos pronomes you, we, your, yourself possibilita identificao dos leitores com a figura. III. Os pronomes what e why tm funo interrogativa. Est(o) correta(s)

(ITA - 2016 - 1 FASE) Teflon was Invented by Accident Today I found out Teflon was invented by accident. The man who accidentally invented it was Dr. Roy Plunkett. After receiving his BA, MS, and eventually PhD in organic chemistry, Dr. Plunkett took a job with DuPont, in Jackson New Jersey. He was subsequently assigned to work on synthesizing various new forms of refrigerant, trying to find a non-toxic alternative to refrigerants like sulfur dioxide and ammonia. According to DuPont, in 1938, 27 year old Dr. Plunkett and his assistant, Jack Rebok, were experimenting with one such potential alternative refrigerant, tetrafluorethylene (TFE). Dr. Plunkett subsequently created around 100 pounds of TFE and stored the gas in small cylinders. On April 6, 1938, upon opening the valve on one of the pressurized cylinders of TFE that had previously been frozen, nothing came out, even though by its weight, it seemed to still be full. Dr. Plunkett and Jack Rebok then decided to investigate further by cutting the cylinder open. Once they managed to get it open, they discovered that the TFE gas inside had polymerized into a waxy white powder, polytetrafluoroethylene (PTFE) resin. Ever the scientist, Plunkett then proceeded to run tests on this new substance to see if it had any unique or useful properties. Four of the most important properties of this substance discovered were that it was extremely slippery (one of the slipperiest substances known to man), non-corrosive, chemically stable, and that it had an extremely high melting point. These properties were deemed interesting enough that the study of the substance was transferred to DuPonts Central Research Department and assigned to chemists that had special experience in polymer research and development, while Dr. Plunkett was then promoted and transferred to a separate division that produced tetraethyl (sic), used to boost gasoline octane levels. Three years later, the process and name of Teflon were patented and trademarked. Four years after that, Teflon first began being sold, initially only used for various industrial and military applications due to the expense of producing TFE. By the 1960s, various forms of Teflon were being used in a variety of applications, such as stain repellant in fabrics and electrical wire insulation. It was also in the 1960s that Teflon began being used in its most publicly known application, as a coating for non-stick pans. Today, Teflon or other brands of the same product are also used in windshield wipers; carpets and furniture (as a stain repellant); light bulbs; coating on glasses; in various hair products; in semiconductor manufacturing; automotive lubricant; igniters for solid-fuel rocket propellants; and in infrared decoy flares, among other things. Adaptado de www.todayIfoundout.com (acesso em 19/07/2015). De acordo com o texto, pode-se afirmar que Dr. Roy Plunkett

(ITA - 2016 - 1 FASE) Teflon was Invented by Accident Today I found out Teflon was invented by accident. The man who accidentally invented it was Dr. Roy Plunkett. After receiving his BA, MS, and eventually PhD in organic chemistry, Dr. Plunkett took a job with DuPont, in Jackson New Jersey. He was subsequently assigned to work on synthesizing various new forms of refrigerant, trying to find a non-toxic alternative to refrigerants like sulfur dioxide and ammonia. According to DuPont, in 1938, 27 year old Dr. Plunkett and his assistant, Jack Rebok, were experimenting with one such potential alternative refrigerant, tetrafluorethylene (TFE). Dr. Plunkett subsequently created around 100 pounds of TFE and stored the gas in small cylinders. On April 6, 1938, upon opening the valve on one of the pressurized cylinders of TFE that had previously been frozen, nothing came out, even though by its weight, it seemed to still be full. Dr. Plunkett and Jack Rebok then decided to investigate further by cutting the cylinder open. Once they managed to get it open, they discovered that the TFE gas inside had polymerized into a waxy white powder, polytetrafluoroethylene (PTFE) resin. Ever the scientist, Plunkett then proceeded to run tests on this new substance to see if it had any unique or useful properties. Four of the most important properties of this substance discovered were that it was extremely slippery (one of the slipperiest substances known to man), non-corrosive, chemically stable, and that it had an extremely high melting point. These properties were deemed interesting enough that the study of the substance was transferred to DuPonts Central Research Department and assigned to chemists that had special experience in polymer research and development, while Dr. Plunkett was then promoted and transferred to a separate division that produced tetraethyl (sic), used to boost gasoline octane levels. Three years later, the process and name of Teflon were patented and trademarked. Four years after that, Teflon first began being sold, initially only used for various industrial and military applications due to the expense of producing TFE. By the 1960s, various forms of Teflon were being used in a variety of applications, such as stain repellant in fabrics and electrical wire insulation. It was also in the 1960s that Teflon began being used in its most publicly known application, as a coating for non-stick pans. Today, Teflon or other brands of the same product are also used in windshield wipers; carpets and furniture (as a stain repellant); light bulbs; coating on glasses; in various hair products; in semiconductor manufacturing; automotive lubricant; igniters for solid-fuel rocket propellants; and in infrared decoy flares, among other things. Adaptado de www.todayIfoundout.com (acesso em 19/07/2015). Dentre as propriedades da resina PTFE citadas no texto, no se inclui a

(ITA - 2016 - 1 FASE) Teflon was Invented by Accident Today I found out Teflon was invented by accident. The man who accidentally invented it was Dr. Roy Plunkett. After receiving his BA, MS, and eventually PhD in organic chemistry, Dr. Plunkett took a job with DuPont, in Jackson New Jersey. He was subsequently assigned to work on synthesizing various new forms of refrigerant, trying to find a non-toxic alternative to refrigerants like sulfur dioxide and ammonia. According to DuPont, in 1938, 27 year old Dr. Plunkett and his assistant, Jack Rebok, were experimenting with one such potential alternative refrigerant, tetrafluorethylene (TFE). Dr. Plunkett subsequently created around 100 pounds of TFE and stored the gas in small cylinders. On April 6, 1938, upon opening the valve on one of the pressurized cylinders of TFE that had previously been frozen, nothing came out, even though by its weight, it seemed to still be full. Dr. Plunkett and Jack Rebok then decided to investigate further by cutting the cylinder open. Once they managed to get it open, they discovered that the TFE gas inside had polymerized into a waxy white powder, polytetrafluoroethylene (PTFE) resin. Ever the scientist, Plunkett then proceeded to run tests on this new substance to see if it had any unique or useful properties. Four of the most important properties of this substance discovered were that it was extremely slippery (one of the slipperiest substances known to man), non-corrosive, chemically stable, and that it had an extremely high melting point. These properties were deemed interesting enough that the study of the substance was transferred to DuPonts Central Research Department and assigned to chemists that had special experience in polymer research and development, while Dr. Plunkett was then promoted and transferred to a separate division that produced tetraethyl (sic), used to boost gasoline octane levels. Three years later, the process and name of Teflon were patented and trademarked. Four years after that, Teflon first began being sold, initially only used for various industrial and military applications due to the expense of producing TFE. By the 1960s, various forms of Teflon were being used in a variety of applications, such as stain repellant in fabrics and electrical wire insulation. It was also in the 1960s that Teflon began being used in its most publicly known application, as a coating for non-stick pans. Today, Teflon or other brands of the same product are also used in windshield wipers; carpets and furniture (as a stain repellant); light bulbs; coating on glasses; in various hair products; in semiconductor manufacturing; automotive lubricant; igniters for solid-fuel rocket propellants; and in infrared decoy flares, among other things. Adaptado de www.todayIfoundout.com (acesso em 19/07/2015). De acordo com o texto

(ITA - 2016 - 1 FASE) Teflon was Invented by Accident Today I found out Teflon was invented by accident. The man who accidentally invented it was Dr. Roy Plunkett. After receiving his BA, MS, and eventually PhD in organic chemistry, Dr. Plunkett took a job with DuPont, in Jackson New Jersey. He was subsequently assigned to work on synthesizing various new forms of refrigerant, trying to find a non-toxic alternative to refrigerants like sulfur dioxide and ammonia. According to DuPont, in 1938, 27 year old Dr. Plunkett and his assistant, Jack Rebok, were experimenting with one such potential alternative refrigerant, tetrafluorethylene (TFE). Dr. Plunkett subsequently created around 100 pounds of TFE and stored the gas in small cylinders. On April 6, 1938, upon opening the valve on one of the pressurized cylinders of TFE that had previously been frozen, nothing came out, even though by its weight, it seemed to still be full. Dr. Plunkett and Jack Rebok then decided to investigate further by cutting the cylinder open. Once they managed to get it open, they discovered that the TFE gas inside had polymerized into a waxy white powder, polytetrafluoroethylene (PTFE) resin. Ever the scientist, Plunkett then proceeded to run tests on this new substance to see if it had any unique or useful properties. Four of the most important properties of this substance discovered were that it was extremely slippery (one of the slipperiest substances known to man), non-corrosive, chemically stable, and that it had an extremely high melting point. These properties were deemed interesting enough that the study of the substance was transferred to DuPonts Central Research Department and assigned to chemists that had special experience in polymer research and development, while Dr. Plunkett was then promoted and transferred to a separate division that produced tetraethyl (sic), used to boost gasoline octane levels. Three years later, the process and name of Teflon were patented and trademarked. Four years after that, Teflon first began being sold, initially only used for various industrial and military applications due to the expense of producing TFE. By the 1960s, various forms of Teflon were being used in a variety of applications, such as stain repellant in fabrics and electrical wire insulation. It was also in the 1960s that Teflon began being used in its most publicly known application, as a coating for non-stick pans. Today, Teflon or other brands of the same product are also used in windshield wipers; carpets and furniture (as a stain repellant); light bulbs; coating on glasses; in various hair products; in semiconductor manufacturing; automotive lubricant; igniters for solid-fuel rocket propellants; and in infrared decoy flares, among other things. Adaptado de www.todayIfoundout.com (acesso em 19/07/2015). De acordo com o texto, o tipo de indstria que no se beneficia com as propriedades do Teflon a indstria

(ITA - 2016 - 1 FASE) De acordo com o texto