Questões de Concurso Comentadas para codemig

As classificações modernas agrupam as rochas ígneas de acordo com suas proporções relativas de minerais silicosos. São exemplos de rochas ígneas félsica, intermediária, máfica e ultramáfica, respectivamente:

Os complexos plutônicos alcalinos de Araxá, Tapira, Poços de Caldas, Serra Negra, Serra do Salitre e Passa Quatro são datados do:

O diamante normalmente está associado a rochas do tipo kimberlitos. Durante a prospecção em campo são estudados minerais satélites para localização dos corpos mineralizados. São minerais satélites de diamante:

Argilominerais estão relacionados a um grupo importante de minerais utilizados em diferentes setores de serviços e da indústria, dentre eles a perfuração de poços de petróleo, moldes de fundição, borracha e papel. As principais características dos argilominerais são:

Como analista de participações, você é convidado a avaliar a possibilidade de entrada no capital de uma empresa nacional. Antes mesmo de analisar o balanço, sua primeira iniciativa é analisar a estrutura acionária dessa empresa de capital aberto para entender que tipos de sócios estão representados na estrutura de comando. Afinal, a visão de cada um desses sócios é o que determinará a estratégia da empresa. Ao realizar sua análise você se depara com vários sócios com interesses díspares e entre eles está a BlackRock Inc. A BlackRock é um dos maiores fundos de private equity do mundo. Esse tipo de fundo foi regulamentado no Brasil através da instrução CVM 391/03, e é denominado pela legislação:

No século XX foi detectada, há dezenas de quilômetros abaixo da superfície terrestre, uma descontinuidade, chamada de Mohorovicic em homenagem ao seu descobridor. Essa descontinuidade é global e separa a crosta terrestre do manto, sendo a primeira composta por silicatos de baixa densidade e o manto formado por silicatos de alta densidade. Além do oxigênio, os elementos químicos mais abundantes na crosta terrestre, ordenados do maior para o menor percentual, são:

Innovation is the new key to survival […] At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity. Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity. Capturing the learnings The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies. To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem. By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners’ reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results. Re-imagining the future At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […] Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability. (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf) The fragment “To reap these rewards” (l. 17) means to:

Innovation is the new key to survival […] At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity. Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity. Capturing the learnings The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies. To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem. By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners’ reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results. Re-imagining the future At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […] Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability. (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf) The verb “reduce” in “reduce capital intensity” (l. 7) has the same meaning as:

Innovation is the new key to survival […] At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity. Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity. Capturing the learnings The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies. To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem. By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners’ reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results. Re-imagining the future At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […] Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability. (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf) “For instance” in “Traditionally, for instance, miners have focused on extracting” (l. 34-35) is used to:

Innovation is the new key to survival […] At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity. Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity. Capturing the learnings The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies. To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem. By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners’ reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results. Re-imagining the future At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […] Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability. (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf) The word “them” in “apply them to fit” (l. 25) refers to:

Sobre a problemática que envolve os quatro níveis administrativos na visão de Cury (2005), numere a COLUNA II de acordo com a COLUNA I, relacionando o nível administrativo com suas respectivas atribuições e responsabilidades básicas.

COLUNA I

1. Administração de cúpula de produção e administração setorial

2. Administração estratégica

3. Administração funcional

4. Administração de supervisão

COLUNA II

( ) Definição das políticas e estabelecimento de estratégias e diretrizes com lógica de sistema aberto; planos gerais, visando fins.

( ) Definir, a partir dos objetivos setoriais, as metas a serem desenvolvidas pelos órgãos subordinados; planos instrumentais.

( ) Realizar atividades e tarefas com lógica de sistema fechado; planos operacionais.

( ) Traduzir as políticas, estratégias e diretrizes em objetivos setoriais; planos direcionais, visando adequar meios a fins.

Assinale a sequência CORRETA. 

Analise as afirmativas a seguir sobre controle da ação empresarial, assinalando com V as verdadeiras e com F as falsas.

( ) A homeostase é um dos conceitos da teoria do controle, significando a tendência que todos os organismos e organizações têm para se autorregular, isto é, para retornarem a um estado de equilíbrio estável toda vez que forem submetidos a alguma perturbação por força de algum estímulo externo.

( ) No nível operacional, é mais fácil notar como o processo de controle se aproxima do processo cibernético, no qual existe um sensor (coleta de dados sobre determinado desempenho), um discriminador (comparação de dados com algum padrão) e um tomador de decisão (que é a ação corretiva).

( ) São considerados controles estratégicos: o controle orçamentário, o orçamento-programa e a contabilidade de custos.

(  ) Os tipos de controles táticos mais importantes são os relatórios contábeis, o controle de lucros e perdas e o controle da qualidade.

Assinale a sequência CORRETA.

A fiscalização contábil, financeira, orçamentária, operacional e patrimonial do Estado e das entidades da administração indireta, consoante dispositivos da Constituição de Minas Gerais de 1989, é exercida pela Assembleia Legislativa, mediante controle externo, e pelo sistema de controle interno de cada Poder e entidade.

Analise as afirmativas a seguir relativas a essa fiscalização e controle.

I. Abrangem a fidelidade funcional do agente responsável por bem ou valor públicos.

II. Abrangem a moralidade, publicidade, eficiência e razoabilidade dos atos de arrecadação da receita e realização das despesas e daqueles de que decorra nascimento ou extinção de direito ou obrigação.

III. Abrangem o cumprimento de programa de trabalho expresso em termos monetários, a realização de obra, a prestação de serviço e a execução orçamentária de propostas priorizadas em audiências públicas regionais.

Considerando essa temática, estão corretas as afirmativas:

Alguns tipos de serviços prestados chamam mais a atenção e têm requerido cuidados adicionais quando se fala em compliance. Advogados, consultores, assessores jurídicos, projetistas e contadores podem ser agentes facilitadores de pagamentos irregulares.

Para esses tipos de serviços, deve-se analisar cuidadosamente os contratos para se certificar de controles adicionais.

Dentre essas análises, qual das opções a seguir não está relacionada ao risco desses tipos de serviços não terem sido de fato realizados.

Entre os indicadores a seguir, qual não tem relação com o monitoramento sobre a qualidade / aproveitamento dos treinamentos de compliance?

Ao analisar se terceiros foram contratados de acordo com o estabelecido no Programa de Compliance, a área de compliance deve analisar se os fornecedores contratados somente tiveram seus contratos assinados após resposta satisfatória às seguintes questões, EXCETO:

O que não deverá ser garantido pela alta administração de uma organização em relação ao Código de Ética e Conduta?

Conforme o Portal de Compliance (2016), para que possa ser plenamente implementado um programa efetivo de compliance, são necessários oito passos fundamentais para que esse programa possa ter êxito e ser, de fato, bem-sucedido. É(são) passo(s) fundamental(is) para que o programa de compliance seja bem-sucedido, EXCETO:

Assinale a alternativa cuja recomendação não deve constar no Código de Ética e de Conduta de uma empresa.

Analise o caso a seguir.

A empresa XYZ iniciará suas atividades na pequena cidade de Quiloprocuotó. O prefeito dessa cidade vai até essa empresa para dar as boas-vindas a ela e indica uma empresa recém-constituída para poder prestar serviços de lavanderia de uniformes. 

Considere que o gerente da empresa XYZ faz as três cotações previstas em normas da instituição, e uma delas é a da empresa em questão. Os outros dois fornecedores são empresas com as quais XYZ já tem trabalhado em outras cidades em que possui suas plantas industriais. Ao realizar uma verificação dos dados do fornecedor indicado, constatou-se que o secretário de saúde era um dos sócios da empresa. Os preços apresentados nas cotações foram:

• Empresa A – R$ 10,00 por quilo lavado.

• Empresa B – R$ 10,20 por quilo lavado.

• Empresa C – R$ 10,00 por quilo lavado (empresa indicada pelo prefeito).

Considerando-se gestor da empresa XYZ, qual alternativa mais adequada?