Questões de Concurso Público Petrobras 2007 para Engenheiro de Equipamento Júnior - Eletrônica
Foram encontradas 150 questões
This text refers to items 26 through 45.
Broken windows, broken business
1 ___ The book Broken Windows, Broken Business, by
Michael Levine, was inspired by an article entitled Broken
Windows, by criminologists James Q. Wilson and George L.
4 Kelling in the March, 1982 issue of Atlantic Monthly. Wilson
and Kelling suggested that when laws against minor crimes,
such as graffiti and turnstile1 jumping, are enforced, and broken
7 windows are promptly repaired, major crime rates will decline.
When Rudolph Giuliani became mayor of New York
City in 1994, he worked with police commissioner William
10 Bratton to implement a “zero tolerance” broken windows
policy. Graffiti was promptly cleaned up on subway cars.
Turnstile jumping wasn’t tolerated. Laws against petty crimes
13 were enforced. Those guys who’d take advantage of traffic jams
or red lights to jump in front of cars with a squeegee2, quickly
cleaning the windshield and begging for money were arrested
16 on the grounds of jaywalking3! A good many of them were
carrying weapons. Over the following few years, the number of
murders, assaults, robberies and other violent crimes went down
19 dramatically. It was made clear that the good guys would be in
charge there, not wrongdoers.
Levine says the same principle applies to businesses.
22 Business owners and their employees must become fanatics in
attending to the details of presenting outstanding customer
service and in the image presented by the business to inspire
25 customer confidence and loyalty. The broken windows theory
is all about the unmistakable power of perception, about what
people see and the conclusions they draw from it. In business,
28 perception is even more critical. The way a customer
(or potential customer) perceives your business is a crucial
element in your success or failure. Make one mistake, have one
31 rude employee, let that customer walk away with a negative
experience one time, and you are inviting disaster. Small things
make a huge difference in business. The messy condiment area
34 at a fast food restaurant may lead consumers to believe the
company as a whole doesn’t care about cleanliness,
and therefore the food itself might be in question. Indifferent
37 help at the counter in an upscale clothing store — even if just
one clerk — can signal to the consumer that perhaps standards
here aren’t as high as they might be (or used to be). An
40 employee at the gas station who wears a T-shirt with an
offensive slogan can certainly cause some customers to switch
brands of gasoline and lose an enormous company those
43 customers for life.
Mystery shoppers should be regularly employed to
learn whether customers are having a positive experience
46 dealing with a company. Candidates for mystery shoppers to
recruit include customers who already complain about their
experiences with the company.
49 ___ It is critical that the right kind of people (those who
enjoy dealing with people) be hired for customer contact
positions. Employees exhibiting an attitude of “a smile isn’t in
52 my job description” must be told that a smile certainly is
required, and to find other employment if they can’t fulfill the
required behavior.
55 ___ The worst business scenario is “broken window
hubris4”. Examples are Kmart and Enron. A company suffers
from broken window hubris when management thinks the
58 business is so successful that it’s no longer important to please
customers.
Internet: <www.profitadvisors.com> (adapted).
1turnstile – a narrow gate at the entrance of something, with metal bars that move in a circle so that only one person at a time can go through.
2squeegee – an object used for cleaning windows, consisting of a short handle with a rubber blade.
3jaywalking – a dangerous or illegal way of crossing a street at a place where cars do not usually stop.
4hubris – a very proud way of talking or behaving that offends people.
In the text,
"laws against minor crimes" (L.5) is the subject of "are enforced" (L.6).
This text refers to items 26 through 45.
Broken windows, broken business
1 ___ The book Broken Windows, Broken Business, by
Michael Levine, was inspired by an article entitled Broken
Windows, by criminologists James Q. Wilson and George L.
4 Kelling in the March, 1982 issue of Atlantic Monthly. Wilson
and Kelling suggested that when laws against minor crimes,
such as graffiti and turnstile1 jumping, are enforced, and broken
7 windows are promptly repaired, major crime rates will decline.
When Rudolph Giuliani became mayor of New York
City in 1994, he worked with police commissioner William
10 Bratton to implement a “zero tolerance” broken windows
policy. Graffiti was promptly cleaned up on subway cars.
Turnstile jumping wasn’t tolerated. Laws against petty crimes
13 were enforced. Those guys who’d take advantage of traffic jams
or red lights to jump in front of cars with a squeegee2, quickly
cleaning the windshield and begging for money were arrested
16 on the grounds of jaywalking3! A good many of them were
carrying weapons. Over the following few years, the number of
murders, assaults, robberies and other violent crimes went down
19 dramatically. It was made clear that the good guys would be in
charge there, not wrongdoers.
Levine says the same principle applies to businesses.
22 Business owners and their employees must become fanatics in
attending to the details of presenting outstanding customer
service and in the image presented by the business to inspire
25 customer confidence and loyalty. The broken windows theory
is all about the unmistakable power of perception, about what
people see and the conclusions they draw from it. In business,
28 perception is even more critical. The way a customer
(or potential customer) perceives your business is a crucial
element in your success or failure. Make one mistake, have one
31 rude employee, let that customer walk away with a negative
experience one time, and you are inviting disaster. Small things
make a huge difference in business. The messy condiment area
34 at a fast food restaurant may lead consumers to believe the
company as a whole doesn’t care about cleanliness,
and therefore the food itself might be in question. Indifferent
37 help at the counter in an upscale clothing store — even if just
one clerk — can signal to the consumer that perhaps standards
here aren’t as high as they might be (or used to be). An
40 employee at the gas station who wears a T-shirt with an
offensive slogan can certainly cause some customers to switch
brands of gasoline and lose an enormous company those
43 customers for life.
Mystery shoppers should be regularly employed to
learn whether customers are having a positive experience
46 dealing with a company. Candidates for mystery shoppers to
recruit include customers who already complain about their
experiences with the company.
49 ___ It is critical that the right kind of people (those who
enjoy dealing with people) be hired for customer contact
positions. Employees exhibiting an attitude of “a smile isn’t in
52 my job description” must be told that a smile certainly is
required, and to find other employment if they can’t fulfill the
required behavior.
55 ___ The worst business scenario is “broken window
hubris4”. Examples are Kmart and Enron. A company suffers
from broken window hubris when management thinks the
58 business is so successful that it’s no longer important to please
customers.
Internet: <www.profitadvisors.com> (adapted).
1turnstile – a narrow gate at the entrance of something, with metal bars that move in a circle so that only one person at a time can go through.
2squeegee – an object used for cleaning windows, consisting of a short handle with a rubber blade.
3jaywalking – a dangerous or illegal way of crossing a street at a place where cars do not usually stop.
4hubris – a very proud way of talking or behaving that offends people.
In the text,
the use of "will" (L.7) expresses a polite request.
This text refers to items 26 through 45.
Broken windows, broken business
1 ___ The book Broken Windows, Broken Business, by
Michael Levine, was inspired by an article entitled Broken
Windows, by criminologists James Q. Wilson and George L.
4 Kelling in the March, 1982 issue of Atlantic Monthly. Wilson
and Kelling suggested that when laws against minor crimes,
such as graffiti and turnstile1 jumping, are enforced, and broken
7 windows are promptly repaired, major crime rates will decline.
When Rudolph Giuliani became mayor of New York
City in 1994, he worked with police commissioner William
10 Bratton to implement a “zero tolerance” broken windows
policy. Graffiti was promptly cleaned up on subway cars.
Turnstile jumping wasn’t tolerated. Laws against petty crimes
13 were enforced. Those guys who’d take advantage of traffic jams
or red lights to jump in front of cars with a squeegee2, quickly
cleaning the windshield and begging for money were arrested
16 on the grounds of jaywalking3! A good many of them were
carrying weapons. Over the following few years, the number of
murders, assaults, robberies and other violent crimes went down
19 dramatically. It was made clear that the good guys would be in
charge there, not wrongdoers.
Levine says the same principle applies to businesses.
22 Business owners and their employees must become fanatics in
attending to the details of presenting outstanding customer
service and in the image presented by the business to inspire
25 customer confidence and loyalty. The broken windows theory
is all about the unmistakable power of perception, about what
people see and the conclusions they draw from it. In business,
28 perception is even more critical. The way a customer
(or potential customer) perceives your business is a crucial
element in your success or failure. Make one mistake, have one
31 rude employee, let that customer walk away with a negative
experience one time, and you are inviting disaster. Small things
make a huge difference in business. The messy condiment area
34 at a fast food restaurant may lead consumers to believe the
company as a whole doesn’t care about cleanliness,
and therefore the food itself might be in question. Indifferent
37 help at the counter in an upscale clothing store — even if just
one clerk — can signal to the consumer that perhaps standards
here aren’t as high as they might be (or used to be). An
40 employee at the gas station who wears a T-shirt with an
offensive slogan can certainly cause some customers to switch
brands of gasoline and lose an enormous company those
43 customers for life.
Mystery shoppers should be regularly employed to
learn whether customers are having a positive experience
46 dealing with a company. Candidates for mystery shoppers to
recruit include customers who already complain about their
experiences with the company.
49 ___ It is critical that the right kind of people (those who
enjoy dealing with people) be hired for customer contact
positions. Employees exhibiting an attitude of “a smile isn’t in
52 my job description” must be told that a smile certainly is
required, and to find other employment if they can’t fulfill the
required behavior.
55 ___ The worst business scenario is “broken window
hubris4”. Examples are Kmart and Enron. A company suffers
from broken window hubris when management thinks the
58 business is so successful that it’s no longer important to please
customers.
Internet: <www.profitadvisors.com> (adapted).
1turnstile – a narrow gate at the entrance of something, with metal bars that move in a circle so that only one person at a time can go through.
2squeegee – an object used for cleaning windows, consisting of a short handle with a rubber blade.
3jaywalking – a dangerous or illegal way of crossing a street at a place where cars do not usually stop.
4hubris – a very proud way of talking or behaving that offends people.
In the text,
the word "mayor" (L.8) is synonymous with representative.
This text refers to items 26 through 45.
Broken windows, broken business
1 ___ The book Broken Windows, Broken Business, by
Michael Levine, was inspired by an article entitled Broken
Windows, by criminologists James Q. Wilson and George L.
4 Kelling in the March, 1982 issue of Atlantic Monthly. Wilson
and Kelling suggested that when laws against minor crimes,
such as graffiti and turnstile1 jumping, are enforced, and broken
7 windows are promptly repaired, major crime rates will decline.
When Rudolph Giuliani became mayor of New York
City in 1994, he worked with police commissioner William
10 Bratton to implement a “zero tolerance” broken windows
policy. Graffiti was promptly cleaned up on subway cars.
Turnstile jumping wasn’t tolerated. Laws against petty crimes
13 were enforced. Those guys who’d take advantage of traffic jams
or red lights to jump in front of cars with a squeegee2, quickly
cleaning the windshield and begging for money were arrested
16 on the grounds of jaywalking3! A good many of them were
carrying weapons. Over the following few years, the number of
murders, assaults, robberies and other violent crimes went down
19 dramatically. It was made clear that the good guys would be in
charge there, not wrongdoers.
Levine says the same principle applies to businesses.
22 Business owners and their employees must become fanatics in
attending to the details of presenting outstanding customer
service and in the image presented by the business to inspire
25 customer confidence and loyalty. The broken windows theory
is all about the unmistakable power of perception, about what
people see and the conclusions they draw from it. In business,
28 perception is even more critical. The way a customer
(or potential customer) perceives your business is a crucial
element in your success or failure. Make one mistake, have one
31 rude employee, let that customer walk away with a negative
experience one time, and you are inviting disaster. Small things
make a huge difference in business. The messy condiment area
34 at a fast food restaurant may lead consumers to believe the
company as a whole doesn’t care about cleanliness,
and therefore the food itself might be in question. Indifferent
37 help at the counter in an upscale clothing store — even if just
one clerk — can signal to the consumer that perhaps standards
here aren’t as high as they might be (or used to be). An
40 employee at the gas station who wears a T-shirt with an
offensive slogan can certainly cause some customers to switch
brands of gasoline and lose an enormous company those
43 customers for life.
Mystery shoppers should be regularly employed to
learn whether customers are having a positive experience
46 dealing with a company. Candidates for mystery shoppers to
recruit include customers who already complain about their
experiences with the company.
49 ___ It is critical that the right kind of people (those who
enjoy dealing with people) be hired for customer contact
positions. Employees exhibiting an attitude of “a smile isn’t in
52 my job description” must be told that a smile certainly is
required, and to find other employment if they can’t fulfill the
required behavior.
55 ___ The worst business scenario is “broken window
hubris4”. Examples are Kmart and Enron. A company suffers
from broken window hubris when management thinks the
58 business is so successful that it’s no longer important to please
customers.
Internet: <www.profitadvisors.com> (adapted).
1turnstile – a narrow gate at the entrance of something, with metal bars that move in a circle so that only one person at a time can go through.
2squeegee – an object used for cleaning windows, consisting of a short handle with a rubber blade.
3jaywalking – a dangerous or illegal way of crossing a street at a place where cars do not usually stop.
4hubris – a very proud way of talking or behaving that offends people.
In the text,
the word "critical" (L.49) can be correctly replaced by extremely important.
This text refers to items 26 through 45.
Broken windows, broken business
1 ___ The book Broken Windows, Broken Business, by
Michael Levine, was inspired by an article entitled Broken
Windows, by criminologists James Q. Wilson and George L.
4 Kelling in the March, 1982 issue of Atlantic Monthly. Wilson
and Kelling suggested that when laws against minor crimes,
such as graffiti and turnstile1 jumping, are enforced, and broken
7 windows are promptly repaired, major crime rates will decline.
When Rudolph Giuliani became mayor of New York
City in 1994, he worked with police commissioner William
10 Bratton to implement a “zero tolerance” broken windows
policy. Graffiti was promptly cleaned up on subway cars.
Turnstile jumping wasn’t tolerated. Laws against petty crimes
13 were enforced. Those guys who’d take advantage of traffic jams
or red lights to jump in front of cars with a squeegee2, quickly
cleaning the windshield and begging for money were arrested
16 on the grounds of jaywalking3! A good many of them were
carrying weapons. Over the following few years, the number of
murders, assaults, robberies and other violent crimes went down
19 dramatically. It was made clear that the good guys would be in
charge there, not wrongdoers.
Levine says the same principle applies to businesses.
22 Business owners and their employees must become fanatics in
attending to the details of presenting outstanding customer
service and in the image presented by the business to inspire
25 customer confidence and loyalty. The broken windows theory
is all about the unmistakable power of perception, about what
people see and the conclusions they draw from it. In business,
28 perception is even more critical. The way a customer
(or potential customer) perceives your business is a crucial
element in your success or failure. Make one mistake, have one
31 rude employee, let that customer walk away with a negative
experience one time, and you are inviting disaster. Small things
make a huge difference in business. The messy condiment area
34 at a fast food restaurant may lead consumers to believe the
company as a whole doesn’t care about cleanliness,
and therefore the food itself might be in question. Indifferent
37 help at the counter in an upscale clothing store — even if just
one clerk — can signal to the consumer that perhaps standards
here aren’t as high as they might be (or used to be). An
40 employee at the gas station who wears a T-shirt with an
offensive slogan can certainly cause some customers to switch
brands of gasoline and lose an enormous company those
43 customers for life.
Mystery shoppers should be regularly employed to
learn whether customers are having a positive experience
46 dealing with a company. Candidates for mystery shoppers to
recruit include customers who already complain about their
experiences with the company.
49 ___ It is critical that the right kind of people (those who
enjoy dealing with people) be hired for customer contact
positions. Employees exhibiting an attitude of “a smile isn’t in
52 my job description” must be told that a smile certainly is
required, and to find other employment if they can’t fulfill the
required behavior.
55 ___ The worst business scenario is “broken window
hubris4”. Examples are Kmart and Enron. A company suffers
from broken window hubris when management thinks the
58 business is so successful that it’s no longer important to please
customers.
Internet: <www.profitadvisors.com> (adapted).
1turnstile – a narrow gate at the entrance of something, with metal bars that move in a circle so that only one person at a time can go through.
2squeegee – an object used for cleaning windows, consisting of a short handle with a rubber blade.
3jaywalking – a dangerous or illegal way of crossing a street at a place where cars do not usually stop.
4hubris – a very proud way of talking or behaving that offends people.
In the text,
the phrase "that the right kind of people (those who enjoy dealing with people) be hired" (R.49-50) can be correctly rewritten as: that the right kind of people (those who enjoy dealing with people) should be hired.
PETROBRAS is the world’s eighth most respected company
PETROBRAS has skyrocketed to the 8th place among the world’s most respected corporations, up from the 83rd position. The ranking was announced by the Reputation Institute (RI), a private advisory and research company headquartered in New York with representation in upwards of 20 countries.
The survey, carried out for the tenth year in a row, lists the world’s 600 biggest companies. The Reputation Institute created a research model to measure the perceptions of esteem, trust, respect, and admiration consumers have of companies. RI interviewed upwards of 60,000 people, from January to February 2007, in 29 countries. In the survey it announced in May, 2007, RI highlights PETROBRAS’ leap to 82.19 points in 2007, up from 73.99 in 2006, the biggest surge registered among the top 8. The company rose 75 positions to rank ahead of companies of the likes of Michelin, UPS, the Swatch Group, Honda, and Kraft Foods. PETROBRAS also leads the pack among energy companies. The segment’s runner-up was Russian Gazprom-neft, which was rated 28th.
The same international rating singles PETROBRAS out as the Brazilian leader. Twenty Brazilian companies participated in the survey, four of which rated among the top 50 led by PETROBRAS. In the 2006 survey, no Brazilian companies appeared amid the world’s 50 most respected corporations.
Internet: <www.petrobras.com.br> (adapted).
Based on the text above, judge the following items.
It is possible that the perception factor mentioned in the text helped PETROBRAS reach an outstanding ranking.
PETROBRAS is the world’s eighth most respected company
PETROBRAS has skyrocketed to the 8th place among the world’s most respected corporations, up from the 83rd position. The ranking was announced by the Reputation Institute (RI), a private advisory and research company headquartered in New York with representation in upwards of 20 countries.
The survey, carried out for the tenth year in a row, lists the world’s 600 biggest companies. The Reputation Institute created a research model to measure the perceptions of esteem, trust, respect, and admiration consumers have of companies. RI interviewed upwards of 60,000 people, from January to February 2007, in 29 countries. In the survey it announced in May, 2007, RI highlights PETROBRAS’ leap to 82.19 points in 2007, up from 73.99 in 2006, the biggest surge registered among the top 8. The company rose 75 positions to rank ahead of companies of the likes of Michelin, UPS, the Swatch Group, Honda, and Kraft Foods. PETROBRAS also leads the pack among energy companies. The segment’s runner-up was Russian Gazprom-neft, which was rated 28th.
The same international rating singles PETROBRAS out as the Brazilian leader. Twenty Brazilian companies participated in the survey, four of which rated among the top 50 led by PETROBRAS. In the 2006 survey, no Brazilian companies appeared amid the world’s 50 most respected corporations.
Internet: <www.petrobras.com.br> (adapted).
Based on the text above, judge the following items.
According to RI's ranking, an 8.20-point difference in relation to 2006 brought PETROBRAS to the top 8 in 2007.
PETROBRAS is the world’s eighth most respected company
PETROBRAS has skyrocketed to the 8th place among the world’s most respected corporations, up from the 83rd position. The ranking was announced by the Reputation Institute (RI), a private advisory and research company headquartered in New York with representation in upwards of 20 countries.
The survey, carried out for the tenth year in a row, lists the world’s 600 biggest companies. The Reputation Institute created a research model to measure the perceptions of esteem, trust, respect, and admiration consumers have of companies. RI interviewed upwards of 60,000 people, from January to February 2007, in 29 countries. In the survey it announced in May, 2007, RI highlights PETROBRAS’ leap to 82.19 points in 2007, up from 73.99 in 2006, the biggest surge registered among the top 8. The company rose 75 positions to rank ahead of companies of the likes of Michelin, UPS, the Swatch Group, Honda, and Kraft Foods. PETROBRAS also leads the pack among energy companies. The segment’s runner-up was Russian Gazprom-neft, which was rated 28th.
The same international rating singles PETROBRAS out as the Brazilian leader. Twenty Brazilian companies participated in the survey, four of which rated among the top 50 led by PETROBRAS. In the 2006 survey, no Brazilian companies appeared amid the world’s 50 most respected corporations.
Internet: <www.petrobras.com.br> (adapted).
Based on the text above, judge the following items.
According to the Reputation Institute, in 2007 PETROBRAS has become the most respected Brazilian company as well as the most respected energy company in the world.
PETROBRAS is the world’s eighth most respected company
PETROBRAS has skyrocketed to the 8th place among the world’s most respected corporations, up from the 83rd position. The ranking was announced by the Reputation Institute (RI), a private advisory and research company headquartered in New York with representation in upwards of 20 countries.
The survey, carried out for the tenth year in a row, lists the world’s 600 biggest companies. The Reputation Institute created a research model to measure the perceptions of esteem, trust, respect, and admiration consumers have of companies. RI interviewed upwards of 60,000 people, from January to February 2007, in 29 countries. In the survey it announced in May, 2007, RI highlights PETROBRAS’ leap to 82.19 points in 2007, up from 73.99 in 2006, the biggest surge registered among the top 8. The company rose 75 positions to rank ahead of companies of the likes of Michelin, UPS, the Swatch Group, Honda, and Kraft Foods. PETROBRAS also leads the pack among energy companies. The segment’s runner-up was Russian Gazprom-neft, which was rated 28th.
The same international rating singles PETROBRAS out as the Brazilian leader. Twenty Brazilian companies participated in the survey, four of which rated among the top 50 led by PETROBRAS. In the 2006 survey, no Brazilian companies appeared amid the world’s 50 most respected corporations.
Internet: <www.petrobras.com.br> (adapted).
Based on the text above, judge the following items.
Besides PETROBRAS, three other Brazilian companies also made significant progress in relation to the 2006 survey.
PETROBRAS is the world’s eighth most respected company
PETROBRAS has skyrocketed to the 8th place among the world’s most respected corporations, up from the 83rd position. The ranking was announced by the Reputation Institute (RI), a private advisory and research company headquartered in New York with representation in upwards of 20 countries.
The survey, carried out for the tenth year in a row, lists the world’s 600 biggest companies. The Reputation Institute created a research model to measure the perceptions of esteem, trust, respect, and admiration consumers have of companies. RI interviewed upwards of 60,000 people, from January to February 2007, in 29 countries. In the survey it announced in May, 2007, RI highlights PETROBRAS’ leap to 82.19 points in 2007, up from 73.99 in 2006, the biggest surge registered among the top 8. The company rose 75 positions to rank ahead of companies of the likes of Michelin, UPS, the Swatch Group, Honda, and Kraft Foods. PETROBRAS also leads the pack among energy companies. The segment’s runner-up was Russian Gazprom-neft, which was rated 28th.
The same international rating singles PETROBRAS out as the Brazilian leader. Twenty Brazilian companies participated in the survey, four of which rated among the top 50 led by PETROBRAS. In the 2006 survey, no Brazilian companies appeared amid the world’s 50 most respected corporations.
Internet: <www.petrobras.com.br> (adapted).
Based on the text above, judge the following items.
Brazilian companies have had a long time tradition of being among the world's 50 most respected corporations.
A probabilidade de se observar o evento X = 0 é igual a 0,5.
Caso uma amostra do referido combustível seja coletada aleatoriamente, a probabilidade de essa amostra conter até 2 mL por galão de chumbo tetraetílico será superior a 0,7.
A quantidade média de X é inferior a 1,5 mL por galão.
A quantidade mediana de chumbo tetraetílico adicionada ao combustível em questão é igual ou inferior a 1 mL por galão.
A média amostral e a mediana amostral dos diâmetros desses anéis são, respectivamente, iguais a 80 mm e 79 mm.
A variância amostral dos diâmetros desses anéis é inferior a 2.
I da plataforma ao ponto A, no mar e em linha reta, seguida do trecho AB, em terra firme;
II da plataforma à refinaria, em linha reta, inteiramente no mar.
Nessa situação, independentemente das distâncias D e d, entre as duas opções, a I é a mais econômica quanto aos custos mencionados no texto.
A função f que descreve o custo total de construção do
oleoduto, em relação a x e a y, pode ser corretamente
expressa por: 
Para se obter maior economia na construção do oleoduto, o
ponto C deve ficar a uma distância igual a 
km do ponto
A e, nesse caso, o custo da obra será igual a 
Conheça nossos planos