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Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470058
Inglês
Texto associado
A hospital case
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
According to the text above, judge the following items.
Saint Goran's is a private hospital and a public laboratory.
Saint Goran's is a private hospital and a public laboratory.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470057
Inglês
Texto associado
A hospital case
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
According to the text above, judge the following items.
The changes implemented in the hospital have encouraged professionals to get involved in some areas they have not been originally trained for.
The changes implemented in the hospital have encouraged professionals to get involved in some areas they have not been originally trained for.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470056
Inglês
Texto associado
A hospital case
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
According to the text above, judge the following items.
Britta Wallgren admits her training as an anaesthetist was inadequate.
Britta Wallgren admits her training as an anaesthetist was inadequate.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470055
Inglês
Texto associado
A hospital case
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
Sweden is leading the world in allowing private companies to run public institutions
Saint Goran's hospital is one of the glories of the Swedish welfare state. It is also a laboratory for applying business principles to the public sector. The hospital is run by a private company, Capio, which in turn is run by a consortium of private-equity funds, including Nordic Capital and Apax Partners. The doctors and nurses are Capio employees, answerable to a boss and a board.
Welcome to health care in post-ideological Sweden. From the patient's point of view, St Goran's is no different from any other public hospital. Treatment is free, after a nominal charge which is universal in Sweden. St Goran's gets nearly all its money from the state. But behind the scenes it has led a revolution in the relationship between government and business. In the mid-1990s St Goran's was slated for closure. Then, in 1999, the Stockholm County Council struck a deal with Capio to take over the day-to-day operation of the hospital. In 2006 Capio was taken over by a group of private-equity firms led by Nordic Capital. Stockholm County Council recently extended Capio's contract until 2021.
St Goran's is now a temple to “lean management" - an idea that was pioneered by Toyota in the 1950s and has since spread from car-making to services and from Japan to the rest of the world. Britta Wallgren, the hospital's chief executive, says she never heard the term “lean" when she was at medical school (she is an anaesthetist by training). Now she hears it all the time.
The hospital today is organised on the twin lean principles of “flow" and “quality". Doctors and nurses used to keep a professional distance from each other. Now they work (and sit) together in teams. In the old days people concentrated solely on their field of medical expertise. Now they are all responsible for suggesting operational improvements as well.
Internet: < www.economist.com> (adapted).
According to the text above, judge the following items.
Saint Goran's hospital is the first example of the use of Toyota's management technique outside the car-making industry.
Saint Goran's hospital is the first example of the use of Toyota's management technique outside the car-making industry.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470054
Redação Oficial
Com base no Manual de Redação da Presidência da República, julgue o item seguinte , referente a adequação da linguagem, formato e características da correspondência oficial.
Na redação oficial, a impessoalidade refere-se ao emprego adequado de estruturas formais, como a utilização de pronomes de tratamento para determinada autoridade, à polidez e à civilidade no enfoque dado ao assunto que se pretende comunicar.
Na redação oficial, a impessoalidade refere-se ao emprego adequado de estruturas formais, como a utilização de pronomes de tratamento para determinada autoridade, à polidez e à civilidade no enfoque dado ao assunto que se pretende comunicar.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470051
Redação Oficial
Com base no Manual de Redação da Presidência da República, julgue o item seguinte , referente a adequação da linguagem, formato e características da correspondência oficial.
Formalidade de tratamento, clareza datilográfica, correta diagramação do texto e utilização de papéis de mesma espécie são necessárias para a uniformidade das comunicações oficiais.
Formalidade de tratamento, clareza datilográfica, correta diagramação do texto e utilização de papéis de mesma espécie são necessárias para a uniformidade das comunicações oficiais.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470050
Redação Oficial
Com base no Manual de Redação da Presidência da República, julgue o item seguinte, referente a adequação da linguagem, formato e características da correspondência oficial.
Nas comunicações oficiais, o agente comunicador é o serviço público, e o assunto relaciona-se às atribuições do órgão ou da entidade que comunica, devendo a correspondência oficial estar isenta de impressões individuais do remetente do documento, para a manutenção de certa uniformidade entre os documentos emanados de diferentes setores da administração
Nas comunicações oficiais, o agente comunicador é o serviço público, e o assunto relaciona-se às atribuições do órgão ou da entidade que comunica, devendo a correspondência oficial estar isenta de impressões individuais do remetente do documento, para a manutenção de certa uniformidade entre os documentos emanados de diferentes setores da administração
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470049
Português
No que se refere às informações e às estruturas linguísticas do texto acima, julgue o item subsequente.
Trata-se de texto de natureza subjetiva, em que a opinião do autor está evidente por meio de adjetivos e considerações de caráter pessoal.
Trata-se de texto de natureza subjetiva, em que a opinião do autor está evidente por meio de adjetivos e considerações de caráter pessoal.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470048
Português
No que se refere às informações e às estruturas linguísticas do texto acima, julgue o item subsequente.
Mantém-se a correção gramatical do período ao se substituir “cerca de" (l.13) por acerca de.
Mantém-se a correção gramatical do período ao se substituir “cerca de" (l.13) por acerca de.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470047
Português
No que se refere às informações e às estruturas linguísticas do texto acima, julgue o item subsequente.
Os vocábulos “organizadas" e “agrupadas", ambos na linha 7, estão no feminino plural porque concordam com “queixas" (l.6).
Os vocábulos “organizadas" e “agrupadas", ambos na linha 7, estão no feminino plural porque concordam com “queixas" (l.6).
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470046
Português
No que se refere às informações e às estruturas linguísticas do texto acima, julgue o item subsequente.
Prejudica-se a correção gramatical do período ao se substituir “acelerar" (l.3) por acelerarem.
Prejudica-se a correção gramatical do período ao se substituir “acelerar" (l.3) por acelerarem.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470045
Português
No que se refere às informações e às estruturas linguísticas do texto acima, julgue o item subsequente.
Segundo as informações do texto, os processos dos consumidores contra as operadoras de planos de saúde serão julgados individualmente.
Segundo as informações do texto, os processos dos consumidores contra as operadoras de planos de saúde serão julgados individualmente.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470044
Português
No que se refere às informações e às estruturas linguísticas do texto acima, julgue o item subsequente.
De acordo com o texto, no momento em que foram publicadas, as novas medidas já estavam sendo aplicadas nos processos de consumidores contra as operadoras de planos de saúde.
De acordo com o texto, no momento em que foram publicadas, as novas medidas já estavam sendo aplicadas nos processos de consumidores contra as operadoras de planos de saúde.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470043
Português
Julgue o item a seguir, relativo às estruturas linguísticas e informações do texto acima.
Em “usá-lo" (l.14), o pronome “lo" é elemento coesivo que se refere ao antecedente “serviço" (l.13)
Em “usá-lo" (l.14), o pronome “lo" é elemento coesivo que se refere ao antecedente “serviço" (l.13)
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470042
Português
Julgue o item a seguir, relativo às estruturas linguísticas e informações do texto acima.
A substituição dos travessões das linhas 10 e 11 por vírgulas ou por parênteses preservaria a correção gramatical do período.
A substituição dos travessões das linhas 10 e 11 por vírgulas ou por parênteses preservaria a correção gramatical do período.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470041
Português
Julgue o item a seguir, relativo às estruturas linguísticas e informações do texto acima.
O sinal de dois-pontos logo depois de “critérios" (l.3) está empregado para anunciar uma enumeração explicativa
O sinal de dois-pontos logo depois de “critérios" (l.3) está empregado para anunciar uma enumeração explicativa
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470040
Português
Julgue o item a seguir, relativo às estruturas linguísticas e informações do texto acima.
Prejudica-se a correção gramatical do período ao se substituir “é realizada" (l.3) por realiza-se.
Prejudica-se a correção gramatical do período ao se substituir “é realizada" (l.3) por realiza-se.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470039
Português
Julgue o item a seguir, relativo às estruturas linguísticas e informações do texto acima.
O segmento “que já haviam contratado o serviço" (l.12-13) tem natureza restritiva.
O segmento “que já haviam contratado o serviço" (l.12-13) tem natureza restritiva.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470038
Português
Em relação às informações e estruturas linguísticas do texto acima, julgue o item que se segue.
Os acentos gráficos empregados em “Agência" e em “Saúde" têm a mesma justificativa.
Os acentos gráficos empregados em “Agência" e em “Saúde" têm a mesma justificativa.
Ano: 2013
Banca:
CESPE / CEBRASPE
Órgão:
ANS
Prova:
CESPE - 2013 - ANS - Especialista em Regulação de Saúde Suplementar |
Q470037
Português
Em relação às informações e estruturas linguísticas do texto acima, julgue o item que se segue.
As vírgulas empregadas logo após “procedimentos" (l.9) e “carência" (l.10) isolam elementos de mesma função sintática componentes de uma enumeração de termos.
As vírgulas empregadas logo após “procedimentos" (l.9) e “carência" (l.10) isolam elementos de mesma função sintática componentes de uma enumeração de termos.
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