Magna Concursos

Foram encontradas 55 questões.

4135794 Ano: 2026
Disciplina: Inglês (Língua Inglesa)
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).
Analyze the following statements according to the text.

1. The increasing complexity of international business strategy is primarily driven by the need to coordinate value creation across borders under conditions of uncertainty and institutional diversity.
2. The Eclectic Paradigm explains that ownershi p-specific, location-specific, and internalization advantages collectively inform firms’ entry mode decisions in foreign direct investment.
3. Institutional voids in emerging markets may compel firms to rely on informal mechanisms such as relational contracting and political engagement.
4. The transition from just-in-time (JIT) to just-in--case (JIC) inventory models reflects a strate gic shift toward lower supply chain resilience and reduced redundancy.
5. Digitalization eliminates regulatory challen ges by standardizing data governance across jurisdictions.

Select the alternative that indicates all the correct statements.
 
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Questão presente nas seguintes provas
4135793 Ano: 2026
Disciplina: Administração Geral
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).

Match the terms in Column 1 with their correct definitions in Column 2.

Column 1 Terms

1. Transaction Cost Economics

2. Eclectic Paradigm

3. Institutional Voids

4. Global Value Chains

5. Foreign Direct Investment (FDI)

Column 2 Definitions

(_) The absence or underdevelopment of market-supporting institutions

(_) The system of cross-border production and distribution activities.

(_) A framework explaining why firms expand internationally based on OLI advantages.

(_) The costs associated with conducting and managing economic exchanges.

(_) The ownership of business operations in a foreign country.

Select the alternative that presents the correct sequence, from top to bottom.

 
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Provas

Questão presente nas seguintes provas
4135792 Ano: 2026
Disciplina: Inglês (Língua Inglesa)
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).
What can be inferred about the role of managers in multinational enterprises (MNEs)?
 
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Questão presente nas seguintes provas
4135791 Ano: 2026
Disciplina: Administração Geral
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).
Analyze the following case:

A leading agro-industrial firm based in Santa Cata rina—specializing in poultry and pork exports—is fac ing increasing pressure in global markets. Historically, the company has benefited from Brazil’s disease-free livestock status and strong compliance with World Organization for Animal Health standards, enabling access to premium markets in Asia and Europe.

However, recent developments have disrupted its competitive position:

- A major importing country has introduced stricter ESG and carbon-traceability requirements.

- Exchange rate volatility in Brazil has increased f inancial uncertainty.

- Logistics bottlenecks at Port of Itajaí have delayed shipments.

- Competitors from other countries are offering lower-cost alternatives.

Based on the scenario, which strategic response would be most appropriate for the firm at this stage?
 
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Provas

Questão presente nas seguintes provas
4135790 Ano: 2026
Disciplina: Inglês (Língua Inglesa)
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).
Study the sentences below and decide if they are true ( T ) or false ( F ), based on their grammatical accu racy, vocabulary use, and structural correctness.

(_) There are four prepositions missing in the final paragraph. The most appropriate sequence is: in; on; to; by.

(_) The sentence Hedging instruments are employed by firms to manage risks is correctly written in the Passive Voice.

(_) The word nearshoring, in the fifth paragraph, refers to moving production overseas.

(_) Mitigating transaction costs most nearly means reducing transaction costs.

(_) In the sixth paragraph, the expressions not only and but also, form a correlative conjunc tion pair used to connect two related ideas.

Select the alternative that presents the correct sequence, from top to bottom.
 
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Provas

Questão presente nas seguintes provas
4135789 Ano: 2026
Disciplina: Inglês (Língua Inglesa)
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).
Analyze the following statements according to the text.

1. Isomorphic pressures are pressures to conform to institutional norms.

2. Transfer-pricing is used for cost allocation and tax optimization within multinational firms.

3. The technology most associated with decen tralized and transparent record-keeping is Artificial Intelligence.

4. The shift from JIT to JIC inventory models reflects a focus on risk mitigation and resilience.

5. ESG frameworks primarily address exchange rate policies.

Select the alternative that indicates all the correct statements.
 
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Provas

Questão presente nas seguintes provas
4135788 Ano: 2026
Disciplina: Inglês (Língua Inglesa)
Banca: FEPESE
Orgão: InvestSC
Provas:
Advanced Dynamics of International Business Strategy
In the era of hyper-globalization, international busi ness strategy has evolved into a highly sophisticated discipline characterized by the orchestration of cross border value creation under conditions of uncertainty and institutional divergence. Multinational enterprises (MNEs) must navigate complex configurations of global value chains (GVCs), optimizing location-spe cific advantages while mitigating transaction costs, as articulated in Transaction Cost Economics.
A central theoretical lens in this domain is the Eclectic Paradigm, which posits that firms engage in foreign direct investment (FDI) when three conditions are satisfied: ownership-specific advantages (O), location specific advantages (L), and internalization incentives (I). These determinants collectively inform entry mode decisions, ranging from wholly owned subsidiaries to joint ventures and strategic alliances.
Institutional theory further underscores the impor tance of isomorphic pressures—coercive, mimetic, and normative—that shape organizational behavior across different jurisdictions. Firms operating in emerging economies often encounter institutional voids, charac terized by the absence or underdevelopment of inter mediaries such as capital markets, legal enforcement mechanisms, and regulatory agencies. In such contexts, firms may adopt non-market strategies, including polit ical lobbying and network-based relational contracting, to compensate for institutional deficiencies.
From an operational perspective, supply chain resil ience has become a critical strategic priority.
Concepts such as just-in-time (JIT) inventory manage ment are increasingly being reevaluated in favor of just-in-case (JIC) models, particularly in light of disrup tions stemming from events like the COVID-19 pan demic. Firms now emphasize redundancy, nearshoring, and diversification of suppliers to enhance robustness against exogenous shocks.
Financially, exchange rate volatility and cross-border capital flows introduce significant risks. Firms employ sophisticated hedging instruments, such as forward contracts, options, and swaps, to manage foreign exchange exposure. Additionally, transfer-pricing mechanisms are utilized not only for internal cost allocation but also as tools for tax optimization, often scrutinized by regulatory authorities for compliance with the arm’s length principle.
Digitalization and Industry 4.0 technologies—including artificial intelligence, blockchain, and the Internet of Things (IoT)—are transforming international operations. These technologies facilitate real-time data analytics, enhance transparency in supply chains, and enable predictive decision-making. However, they also neces sitate compliance with divergent data localization laws and cybersecurity regulations across jurisdictions.
Sustainability and ESG integration are increasingly embedded in corporate strategy through frameworks such as carbon accounting, circular economy models, and impact investing. Firms are now expected to align with global standards like the United Nations Global Compact, ensuring adherence to principles related to human rights, labor, environment, and anti-corruption.
Ultimately, competitive advantage .........................  international business is contingent ........................... a firm’s ability to integrate strategic, operational, financial, and technological capabilities while remaining adaptive ................... an evolving global ecosystem marked ....................... volatility, uncertainty, complexity, and ambiguity (VUCA).

Study the sentences below and decide if they are true ( T ) or false ( F ), according to the text.

(_) According to the Eclectic Paradigm, one of the OLI components is location-specific.

(_) The concept of transaction costs primarily refers to costs associated with negotiating and enforcing contracts.

(_) Institutional voids are best described as absence of efficient market-supporting institutions.

(_) The strategy most associated with managing supply chain disruptions is downsizing.

(_) The primary purpose of hedging in interna tional finance is to enhance brand value.

Select the alternative that presents the correct sequence, from top to bottom.

 
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Provas

Questão presente nas seguintes provas
4135787 Ano: 2026
Disciplina: Secretariado
Banca: FEPESE
Orgão: InvestSC
Provas:

Exportação de pulses cresce 30% em 2025

Setor faturou US$ 448,1 milhões no período, segundo o Ministério da Agricultura e Pecuária, reforçando sua relevância no comércio exterior

As exportações brasileiras de pulses registraram crescimento de 30% em 2025 na comparação com 2024 e alcançaram faturamento de US$ 448,1 milhões, conforme dados divulgados pelo Ministério da Agricultura e Pecuária (Mapa). O desempenho reforça a relevância do segmento no comércio exterior e evidencia a demanda internacional pelos produtos brasileiros.

Os feijões secos lideraram a pauta exportadora e res ponderam por mais de 98% do valor total embarcado ao longo do ano. Na sequência, apareceram as ervilhas preparadas ou conservadas, com receita de US$ 3,9 milhões, e os feijões preparados ou conservados, que somaram US$ 859,9 mil.

No campo produtivo, a Companhia Nacional de Abas tecimento (Conab) projeta que o feijão seguirá como a principal pulse cultivada no país na safra 2025/26. A estimativa aponta produção superior a 3 milhões de toneladas, avanço de 0,5% frente ao ciclo anterior, indicando estabilidade com leve tendência de cresci mento na oferta nacional.

Segundo o ministro da Agricultura e Pecuária, Carlos Fávaro, as pulses têm papel relevante na alimentação e na nutrição dos brasileiros, especialmente o feijão, alimento presente de forma recorrente nas refeições do país. Ele destacou que o governo atua para incentivar a produção por meio de políticas públicas e ações voltadas aos produtores rurais.

Para acessar o mercado internacional, os estabeleci mentos envolvidos na elaboração, beneficiamento, processamento, industrialização, fracionamento, armazenamento ou transporte de produtos vegetais destinados ao consumo humano precisam atender aos requisitos higiênico-sanitários definidos pela Instrução Normativa nº 23/2020. Em casos específicos, o Mapa também pode fiscalizar o cumprimento das exigências sanitárias impostas pelos países importadores.

Outro requisito essencial é a emissão do Certificado Sanitário Internacional de Produtos de Origem Vegetal (CSIV), documento que atesta o atendimento às exigências sanitárias dos destinos compradores, conforme acordos firmados e comunicações oficiais.

A Secretaria de Defesa Agropecuária (SDA/Mapa) é responsável por acompanhar as atividades de fiscalização e inspeção higiênico-sanitária e tecnológica dos produtos vegetais exportados sempre que houver exigência de certificação.

O órgão também realiza ações em estabelecimentos comerciais e unidades de beneficiamento e empacotamento, com coleta de amostras para classificação fiscal e verificação da conformidade com os padrões oficiais.

Entre os produtos mais frequentemente inspecionados estão o feijão-de-corda e o feijão-comum. O processo busca assegurar padronização, qualidade e rastreabilidade, além de garantir proteção ao consumidor por meio do fornecimento de alimentos seguros, corretamente rotulados e em conformidade com as normas sanitárias.

Fonte: https://www.cnnbrasil.com.br/agro/ exportacao-de-pulses-cresce-30-em-2025/

Quanto ao endereçamento na produção de ofícios, quais elementos devem constar para a correta identificação do destinatário, segundo o Manual de Redação da Presidência da República?
 
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Provas

Questão presente nas seguintes provas
4135786 Ano: 2026
Disciplina: Secretariado
Banca: FEPESE
Orgão: InvestSC
Provas:

Exportação de pulses cresce 30% em 2025

Setor faturou US$ 448,1 milhões no período, segundo o Ministério da Agricultura e Pecuária, reforçando sua relevância no comércio exterior

As exportações brasileiras de pulses registraram crescimento de 30% em 2025 na comparação com 2024 e alcançaram faturamento de US$ 448,1 milhões, conforme dados divulgados pelo Ministério da Agricultura e Pecuária (Mapa). O desempenho reforça a relevância do segmento no comércio exterior e evidencia a demanda internacional pelos produtos brasileiros.

Os feijões secos lideraram a pauta exportadora e res ponderam por mais de 98% do valor total embarcado ao longo do ano. Na sequência, apareceram as ervilhas preparadas ou conservadas, com receita de US$ 3,9 milhões, e os feijões preparados ou conservados, que somaram US$ 859,9 mil.

No campo produtivo, a Companhia Nacional de Abas tecimento (Conab) projeta que o feijão seguirá como a principal pulse cultivada no país na safra 2025/26. A estimativa aponta produção superior a 3 milhões de toneladas, avanço de 0,5% frente ao ciclo anterior, indicando estabilidade com leve tendência de cresci mento na oferta nacional.

Segundo o ministro da Agricultura e Pecuária, Carlos Fávaro, as pulses têm papel relevante na alimentação e na nutrição dos brasileiros, especialmente o feijão, alimento presente de forma recorrente nas refeições do país. Ele destacou que o governo atua para incentivar a produção por meio de políticas públicas e ações voltadas aos produtores rurais.

Para acessar o mercado internacional, os estabeleci mentos envolvidos na elaboração, beneficiamento, processamento, industrialização, fracionamento, armazenamento ou transporte de produtos vegetais destinados ao consumo humano precisam atender aos requisitos higiênico-sanitários definidos pela Instrução Normativa nº 23/2020. Em casos específicos, o Mapa também pode fiscalizar o cumprimento das exigências sanitárias impostas pelos países importadores.

Outro requisito essencial é a emissão do Certificado Sanitário Internacional de Produtos de Origem Vegetal (CSIV), documento que atesta o atendimento às exigências sanitárias dos destinos compradores, conforme acordos firmados e comunicações oficiais.

A Secretaria de Defesa Agropecuária (SDA/Mapa) é responsável por acompanhar as atividades de fiscalização e inspeção higiênico-sanitária e tecnológica dos produtos vegetais exportados sempre que houver exigência de certificação.

O órgão também realiza ações em estabelecimentos comerciais e unidades de beneficiamento e empacotamento, com coleta de amostras para classificação fiscal e verificação da conformidade com os padrões oficiais.

Entre os produtos mais frequentemente inspecionados estão o feijão-de-corda e o feijão-comum. O processo busca assegurar padronização, qualidade e rastreabilidade, além de garantir proteção ao consumidor por meio do fornecimento de alimentos seguros, corretamente rotulados e em conformidade com as normas sanitárias.

Fonte: https://www.cnnbrasil.com.br/agro/ exportacao-de-pulses-cresce-30-em-2025/

De acordo com o Manual de Redação da Presidência da República em vigência, no que se refere à produção textual de ofícios, nos casos em que não seja usado para encaminhamento de documentos, o expediente deve conter estrutura específica.

Assinale a alternativa correta quanto à introdução do documento em questão.
 
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Questão presente nas seguintes provas
4135785 Ano: 2026
Disciplina: Português
Banca: FEPESE
Orgão: InvestSC
Provas:

Exportação de pulses cresce 30% em 2025

Setor faturou US$ 448,1 milhões no período, segundo o Ministério da Agricultura e Pecuária, reforçando sua relevância no comércio exterior

As exportações brasileiras de pulses registraram crescimento de 30% em 2025 na comparação com 2024 e alcançaram faturamento de US$ 448,1 milhões, conforme dados divulgados pelo Ministério da Agricultura e Pecuária (Mapa). O desempenho reforça a relevância do segmento no comércio exterior e evidencia a demanda internacional pelos produtos brasileiros.

Os feijões secos lideraram a pauta exportadora e res ponderam por mais de 98% do valor total embarcado ao longo do ano. Na sequência, apareceram as ervilhas preparadas ou conservadas, com receita de US$ 3,9 milhões, e os feijões preparados ou conservados, que somaram US$ 859,9 mil.

No campo produtivo, a Companhia Nacional de Abas tecimento (Conab) projeta que o feijão seguirá como a principal pulse cultivada no país na safra 2025/26. A estimativa aponta produção superior a 3 milhões de toneladas, avanço de 0,5% frente ao ciclo anterior, indicando estabilidade com leve tendência de cresci mento na oferta nacional.

Segundo o ministro da Agricultura e Pecuária, Carlos Fávaro, as pulses têm papel relevante na alimentação e na nutrição dos brasileiros, especialmente o feijão, alimento presente de forma recorrente nas refeições do país. Ele destacou que o governo atua para incentivar a produção por meio de políticas públicas e ações voltadas aos produtores rurais.

Para acessar o mercado internacional, os estabeleci mentos envolvidos na elaboração, beneficiamento, processamento, industrialização, fracionamento, armazenamento ou transporte de produtos vegetais destinados ao consumo humano precisam atender aos requisitos higiênico-sanitários definidos pela Instrução Normativa nº 23/2020. Em casos específicos, o Mapa também pode fiscalizar o cumprimento das exigências sanitárias impostas pelos países importadores.

Outro requisito essencial é a emissão do Certificado Sanitário Internacional de Produtos de Origem Vegetal (CSIV), documento que atesta o atendimento às exigências sanitárias dos destinos compradores, conforme acordos firmados e comunicações oficiais.

A Secretaria de Defesa Agropecuária (SDA/Mapa) é responsável por acompanhar as atividades de fiscalização e inspeção higiênico-sanitária e tecnológica dos produtos vegetais exportados sempre que houver exigência de certificação.

O órgão também realiza ações em estabelecimentos comerciais e unidades de beneficiamento e empacotamento, com coleta de amostras para classificação fiscal e verificação da conformidade com os padrões oficiais.

Entre os produtos mais frequentemente inspecionados estão o feijão-de-corda e o feijão-comum. O processo busca assegurar padronização, qualidade e rastreabilidade, além de garantir proteção ao consumidor por meio do fornecimento de alimentos seguros, corretamente rotulados e em conformidade com as normas sanitárias.

Fonte: https://www.cnnbrasil.com.br/agro/ exportacao-de-pulses-cresce-30-em-2025/

Assinale a alternativa em que a frase “Todos concordaram com aquela proposta.” foi reescrita corretamente, mantendo o mesmo sentido.

 
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