Questões de Concurso
Para inoversasul
Foram encontradas 1.847 questões
Resolva questões gratuitamente!
Junte-se a mais de 4 milhões de concurseiros!
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Prova:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos |
Q3145783
Administração Geral
Julgue o próximo item, referente a motivação, liderança,
comunicação, descentralização e delegação.
A descentralização e a delegação de responsabilidades implicam o repasse de ações e decisões aos talentos que compõem as equipes.
A descentralização e a delegação de responsabilidades implicam o repasse de ações e decisões aos talentos que compõem as equipes.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145767
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
El proyecto argentino va dirigido al público infantil y juvenil.
El proyecto argentino va dirigido al público infantil y juvenil.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145766
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
Una de las participantes brasileñas expresa sus anhelos y expectativas sobre el resultado del proyecto Conexiones Urbanas.
Una de las participantes brasileñas expresa sus anhelos y expectativas sobre el resultado del proyecto Conexiones Urbanas.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145765
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
Una de las propuestas realizadas por los niños argentinos fue sanear un caudal de agua.
Una de las propuestas realizadas por los niños argentinos fue sanear un caudal de agua.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145764
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
El espacio escogido por los niños del colegio argentino estaba ubicado a poca distancia de la frontera.
El espacio escogido por los niños del colegio argentino estaba ubicado a poca distancia de la frontera.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145763
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
El proyecto brasileño se centró en un barrio que está en la parte central de la ciudad.
El proyecto brasileño se centró en un barrio que está en la parte central de la ciudad.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145762
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
Es posible sustituir el sustantivo “talleres” por oficinas sin que se produzca ningún desajuste semántico.
Es posible sustituir el sustantivo “talleres” por oficinas sin que se produzca ningún desajuste semántico.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145761
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
El proyecto Conexiones Urbanas lo crearon un grupo de niños con edades comprendidas entre los nueve y los catorce años.
El proyecto Conexiones Urbanas lo crearon un grupo de niños con edades comprendidas entre los nueve y los catorce años.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145760
Espanhol
Texto associado
Niñas y niños mejoran espacios públicos en ciudades
fronterizas de Brasil y Argentina
Un grupo de 24 niños brasileños y argentinos de 9 a
14 años participaron junto a ONU-Habitat en la propuesta de
mejora de dos espacios públicos en la frontera entre Brasil y
Argentina. La iniciativa forma parte del proyecto Conexiones
Urbanas, que realizó talleres sobre la metodología del Diseño de
Espacios Públicos en dos escuelas de las ciudades de Barracão
(Brasil) y Bernardo de Irigoyen (Argentina) para motivar a niños
y jóvenes a pensar en los espacios públicos que desean.
Incluso en contextos diferentes, el resultado de los talleres
fue una mirada conjunta al mismo territorio, compartido por las
dos nacionalidades. En el lado brasileño, los niños pensaron en
soluciones para el barrio Industrial, un área alejada del centro de
la ciudad. Propusieron equipos como parques infantiles y canchas
deportivas, así como soluciones para hacer que las calles sean
más seguras para caminar, pensando desde las señales de tráfico
hasta su mantenimiento. «Me gustó mucho que fuéramos
nosotros los que hicimos este proyecto, y que vaya a convertirse
en una verdadera plaza. Estaremos allí casi todos los días
jugando», dice Ana Carolina Chiogna, alumna que participó de
los talleres.
En Bernardo de Irigoyen, los talleres se centraron en una
plaza en un espacio verde cerca de la frontera, con gran potencial
de uso y convivencia armoniosa entre las dos nacionalidades.
Los estudiantes buscaron servir a audiencias diversas en edades,
gustos y necesidades. Una escuela de robótica, una escuela de
inteligencia emocional, un espacio de picnic y la
descontaminación de un arroyo fueron algunas de las
sugerencias. «Fue muy divertido, nunca me imaginé haciendo
todo esto. Propusimos un lugar para jugar cerca del arroyo y una
cancha de fútbol para poder hacer campeonatos», dijo Yeniffer
Guzmán, una estudiante de 11 años.
La metodología contribuye a lograr uno de los objetivos
del proyecto: ayudar a los Gobiernos locales a mejorar sus
espacios públicos para que sean más inclusivos y sostenibles,
integrando a la población de ambos países. La coordinadora local
del proyecto, Camilla Almeida, explica que la participación de la
comunidad en la elaboración de las propuestas es fundamental
para crear espacios públicos que satisfagan las necesidades
locales y que, en el caso de estas ciudades, la emoción de todos
los participantes superó las expectativas.
Internet: <onu-habitat.org> (con adaptaciones).
De acuerdo con el texto anterior, juzgue lo siguiente ítem.
Con este proyecto se busca ayudar en las políticas públicas locales.
Con este proyecto se busca ayudar en las políticas públicas locales.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145759
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
One can conclude that, for the participants of the survey presented in the text, the advantages of remote work outnumber its drawbacks.
One can conclude that, for the participants of the survey presented in the text, the advantages of remote work outnumber its drawbacks.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145758
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
According to financial expert Kevin Thompson, employers will always have an upper hand over their employees.
According to financial expert Kevin Thompson, employers will always have an upper hand over their employees.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145757
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
For some employees, remote work is definitely a perk, as they can steer clear of long hours transportation.
For some employees, remote work is definitely a perk, as they can steer clear of long hours transportation.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145756
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
Half of the American workers seem to be motivated by the flexibility of remote work, but they also consider other key factors, like better salaries and a better company culture.
Half of the American workers seem to be motivated by the flexibility of remote work, but they also consider other key factors, like better salaries and a better company culture.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145755
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
It is correct to conclude from the second paragraph of the text that companies might experience staff shortage due to strict policies that tie down all employees to the office.
It is correct to conclude from the second paragraph of the text that companies might experience staff shortage due to strict policies that tie down all employees to the office.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145754
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
The text defends the thesis that in the aftermath of the pandemic there has been a significant shift in corporate culture.
The text defends the thesis that in the aftermath of the pandemic there has been a significant shift in corporate culture.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145753
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its linguistic aspects, judge the following item.
In the text, it is implied that the study points to a win-win scenario as far as keeping employees in remote work, because by doing so corporations show flexibility while employees tend to keep productivity levels high.
In the text, it is implied that the study points to a win-win scenario as far as keeping employees in remote work, because by doing so corporations show flexibility while employees tend to keep productivity levels high.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Provas:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista Administrativo de Projetos
|
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Planejamento |
Q3145752
Inglês
Texto associado
A majority of remote workers would quit their jobs if forced to return to the office, according to a new study. In FlexJobs’ recent report, 57 percent of remote workers surveyed said they would absolutely look for a new job if they were not allowed to continue working remotely. “Obviously, an employer has the right to call employees back to the office from remote or hybrid positions at any time, but for many who have had these jobs since the early days of the pandemic, working from home during all or part of the week has become a way of life, and they’ve scheduled virtually all other priorities around it,” says Alex Beene, a financial literacy instructor at the University of Tennessee.
The numbers could indicate a significant turnover issue as companies continue to look for ways to be fully in-person again, as just under 25 percent of workers said their employer had already instituted a return-to-office mandate. The report is based on a poll of 3,000 American professionals between August 5 and August 18. Overall, Americans were eager to leave their jobs in pursuit of higher wages or more flexible work, as 67 percent said they planned to change jobs in the next six months. But key things like a promotion, remote work and a better company culture could convince some workers to stay, according to the survey. Between 33 percent and 38 percent of workers said these factors could convince them to stay in their current roles.
Working remotely continues to be a huge draw when it comes to attracting talent, and it can even convince some employees to accept lower salaries. In the report, 58 percent of workers said they’d accept a salary decrease if it meant they could work from home. “We have a generation of employees that live in locations far removed from their actual employer due to work-from-home policies,” Beene said. “For many, hours of commuting may either not be feasible or not add up financially to make sense given their current role.”
And because many remote workers don’t feel a productivity loss, companies are still “vying for talent and willing to accommodate,” said Kevin Thompson, a finance expert and founder and CEO of 9i Capital Group. As a result, workers still largely have the power over their employers, Thompson said. “The only reason they would not is if businesses began to collude and mandated everyone return to work,” Thompson told Newsweek. “As long as the market remains free and fair, the ability to find remote work should actually continue.”
Putting productivity aside, Thompson said the main loss from remote work has been in corporate culture. “I don’t believe you can build a culture through Zoom, but that does not mean it is not possible,” Thompson said. “The consequences of remote work won’t be felt for a number of years.”
Internet: <newsweek.com> (adapted).
About the ideas conveyed by the preceding text, as well as its
linguistic aspects, judge the following item.
The word “collude” (third sentence of the fourth paragraph) is used metaphorically in the text.
The word “collude” (third sentence of the fourth paragraph) is used metaphorically in the text.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Prova:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Projetos |
Q3145685
Gerência de Projetos
Acerca de gestão de contratos, julgue o item que se segue,
com base no PMBOK 7.ª edição.
Os contratos que estabelecem uma taxa fixa e não possuem uma especificação detalhada e precisa do trabalho são denominados contratos de tempo e material.
Os contratos que estabelecem uma taxa fixa e não possuem uma especificação detalhada e precisa do trabalho são denominados contratos de tempo e material.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Prova:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Projetos |
Q3145684
Gerência de Projetos
Acerca de gestão de contratos, julgue o item que se segue, com base no PMBOK 7.ª edição.
O contrato é considerado de entrega indefinida e quantidade indefinida (EIQI) quando não são determinados os limites superior e inferior para as quantidades de bens ou serviços a que se refere o contrato.
O contrato é considerado de entrega indefinida e quantidade indefinida (EIQI) quando não são determinados os limites superior e inferior para as quantidades de bens ou serviços a que se refere o contrato.
Ano: 2025
Banca:
CESPE / CEBRASPE
Órgão:
InoversaSul
Prova:
CESPE / CEBRASPE - 2025 - InoversaSul - Analista de Projetos |
Q3145683
Gerência de Projetos
Acerca de gestão de contratos, julgue o item que se segue, com base no PMBOK 7.ª edição.
São contratos de preço fixo aqueles em que se preveem tanto os custos quanto a remuneração fixa a ser desembolsada para a execução do objeto do contrato.
São contratos de preço fixo aqueles em que se preveem tanto os custos quanto a remuneração fixa a ser desembolsada para a execução do objeto do contrato.
Conheça nossos planos