A vesícula biliar é um órgão muscular onde a bile é armazenada. Os cálculos biliares que algumas vezes se formam neste órgão devem ser removidos cirurgicamente, dependendo da avaliação da gravidade das complicações decorrentes da presença desses cálculos no indivíduo. Entretanto, apesar de algum prejuízo causado pela remoção da vesícula biliar, o indivíduo pode ter uma vida relativamente normal.

A remoção cirúrgica desse órgão retardará a:

(UNIT) Considere uma partícula, com massa m e carga positiva q, lançada verticalmente, de baixo para cima, com velocidade de módulo v, de um ponto equidistante entre dois fios condutores, longos, paralelos, verticais e percorridos por correntes elétricas de mesma intensidade i e de mesmo sentido.

Desprezando-se a resistência do ar, sabendo-se que a aceleração da gravidade local é igual a g, a distância entre os fios condutores é igual a d e, que a permeabilidade magnética do meio é  é correto afirmar que a partícula:

(UNIT) Mais de 7 milhões de pessoas morrem, anualmente, em decorrência do câncer, doença responsável por mais de 12% de todas as causas de óbito no mundo. Como a esperança de vida no planeta Terra tem melhorado gradativamente, a incidência dessa doença estimada, em 2002, em 11 milhões de casos novos, alcançará mais de 15 milhões em 2020. O câncer do estômago (gástrico) é o segundo que mais mata no Brasil e ocupa o sexto lugar em número de casos novos de câncer no país. Esse tumor geralmente aparece a partir dos 30 anos de idade, sendo mais comum após os 50 anos.

A partir dessa informação, analise as afirmativas e marque V para as verdadeiras e F, para as falsas.

( ) Acredita-se que principalmente os fatores raciais e genéticos estão relacionados com o desenvolvimento dessa doença.

( ) O câncer gástrico apresenta baixa taxa de mortalidade pelo fato de seus sintomas serem superestimados pelos pacientes no início da doença.

( ) O hábito de fumar, dieta rica em sal e o consumo de água contaminada por uma bactéria conhecida como Helicobacter Pylori são considerados fatores desencadeadores da doença.

A alternativa que contém a sequência correta, de cima para baixo, é a:

O manual de uma ducha elétrica informa que seus três níveis de aquecimento (morno, quente e superquente) apresentam as seguintes variações de temperatura da água em função de sua vazão:

Utiliza-se um disjuntor para proteger o circuito dessa ducha contra sobrecargas elétricas em qualquer nível de aquecimento. Por padrão, o disjuntor é especificado pela corrente nominal igual ao múltiplo de 5 A imediatamente superior à corrente máxima do circuito. Considere que a ducha deve ser ligada em 220 V e que toda a energia é dissipada através da resistência do chuveiro e convertida em energia térmica transferida para a água, que apresenta calor específico de 4,2 J/gºC e densidade de 1000 g/L.

O disjuntor adequado para a proteção dessa ducha é especificado por:

(PUC-RIO) India’s Leading Export: CEOs

²What on earth did the Banga brothers’ mother feed them for breakfast? ³Whatever it was, it worked: Vindi Banga grew up to become a top executive at the food and personal-care giant Unilever, then a partner at the private-equity firm Clayton, Dubilier & Rice. His younger brother Ajay, ⁴after heading Citigroup’s Asian operations, was last year named CEO of MasterCard – all without a degree from a Western business school and without abandoning his Sikh turban. When Ajay took over at the credit-card company’s suburban – New York City headquarters, the Times of India crowed that he was the first “entirely India-minted executive” at a multinational’s helm.

The brothers laugh when asked for their mother’s breakfast menu, deflecting suggestions that they were raised by a Bengal-tiger mom. Instead, they cite an itinerant childhood as a key ingredient in their success. The sons of a lieutenant general in the Indian army, they moved to a new posting every couple of years – ⁵perfect training, it turns out, for global executives facing new markets and uncertain conditions. “You had to adapt to new friends, new places,” recalls Vindi. ¹“You had to create your ecosystem wherever you went.”

What factors account for the rise and rise of India-trained business minds? “Our colleagues in our Asian offices are asking the same question,” laughs Jill Ader, head of CEO succession at the executivesearch firm Egon Zehnder International. ⁷“Their clients in China and Southeast Asia are saying, ‘How come it’s the Indians getting all the top jobs?’” It could be because today’s generation of Indian managers grew up in a country that provided them with the experience so critical for today’s global boss. ⁶Multiculturalism? Check. Complex competitive environment? Check. Resource-constrained developing economy? You got that right. ⁸And they grew up speaking English, the global business language.

For multinationals, it makes good sense to have leaders experienced in working with expanding Asian markets. ⁹And India is already the location of many of their operations. “India and China are also the countries of future profits for the multinationals, so they may want their global leaders to come out of them”, says Anshuman Das, a co-founder of CareerNet, a Bangalore executive-search company.

Competitive and complex, India has evolved from a poorly run, centrally controlled economy into the perfect petri dish in which to grow a 21^st century CEO. “The Indians are the friendly and familiar faces of Asia,” says Ader. “They think in English, they’re used to multinationals in their country, they’re very adaptive, and they’re supremely confident.” The subcontinent has been global for centuries, having endured, and absorbed, waves of foreign colonizers, from the Mughals to the British. Practiced traders and migrants, Indians have impressive transnational networks. “The earth is full of Indians,” wrote Salman Rushdie. “We get everywhere.” Unlike, say, a Swede or a German, an Indian executive is raised in a multiethnic, multifaith, multilingual society, one nearly as diverse as the modern global marketplace.

¹⁰Unlike Americans, they’re well versed in negotiating India’s byzantine bureaucracy, a key skill to have in emerging markets. And unlike the Chinese, they can handle the messiness of a litigious democracy. “In China, you want something done, you talk to a bureaucrat and a politician – it gets done,” observes Ajay. “In India, if you talk to a bureaucrat or a politician, there are going to be 600 other people with their own points of view.” There’s an old saw about Asian business cultures: “The Chinese roll out the red carpet; Indians roll out the red tape.”

Maybe that’s why Indian managers are good at managing it. ¹²They have cut their teeth in a country ranked 134^th by the World Bank for ease of doing business. To be fair, it’s also the reason some of them left home.

India’s economic liberalization, which began in 1991, was another blessing for this generation of executives. ¹¹It gave them exposure to a young and fast-growing consumer market. “Liberalization unleashed a level of competition that makes you stand on your toes,” recalls Vindi. “We had to learn to compete with international players but also with very good, extremely fast local ones.” In 1987, the company’s leading detergent, Surf, faced off against Nirma, a locally produced brand. “It didn’t cost 5% less, or 10% less,” says Vindi, shaking his head. “It cost a third of our product. We had to make a product that was better, for the same price.” Within 12 months, they had.

By Carla Power

Adapted from Time Magazine – August 01, 2011. http://www.time.com/time/magazine/article/0,9171,2084441,00.html. Retrieved on August 5, 2011. 

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