Um paciente precisa ser submetido a um tratamento, sob orientação médica, com determinado medicamento. Há cinco possibilidades de medicação, variando a dosagem e o intervalo de ingestão do medicamento. As opções apresentadas são:

A: um comprimido de 400 mg, de 3 em 3 horas, durante 1 semana;

B: um comprimido de 400 mg, de 4 em 4 horas, durante 10 dias;

C: um comprimido de 400 mg, de 6 em 6 horas, durante 2 semanas;

D: um comprimido de 500 mg, de 8 em 8 horas, durante 10 dias;

E: um comprimido de 500 mg, de 12 em 12 horas, durante 2 semanas.

Para evitar efeitos colaterais e intoxicação, a recomendação é que a quantidade total de massa da medicação ingerida, em miligramas, seja a menor possível.

Seguindo a recomendação, deve ser escolhida a opção:

As variações e as mudanças nas línguas estão correlacionadas a fatores sociais. Na tira, a dedução do pai da garota é confirmada e gera o efeito de humor, pois seu interlocutor apresenta um vocabulário

Textos para a questão. TEXTO 1 TEXTO 2 Como fazer com que o computador pare de travar Todo mundo que usa um computador já presenciou um travamento. Nenhum sistema operacional está livre do problema, seja Windows, Linux ou Mac OS X: todos podem travar, em menor ou maior incidência. Até celulares e smartphones travam de vez em quando. Se você está tendo problemas no seu computador e utiliza o Windows, leia e siga os passos deste guia que o TechTudo preparou para você, e tente salvar o seu computador enquanto ainda é tempo. Desfragmentação de disco​​​​​​​ À medida que você instala novos programas, baixa novos arquivos, navega na internet e executa muitas outras ações, seu sistema operacional fragmentará os arquivos; isto é, quebrará os novos arquivos em pequenas partes ao redor da superfície do HD.​​​​​​​ Com o tempo, os arquivos ficarão cada vez mais fragmentados, o que diminui a performance do sistema operacional – afinal, o leitor do seu disco terá que se mover muitas vezes para ler um único arquivo. Se um arquivo está fragmentado em 50 partes, o que é bastante comum, seu disco rígido terá que ler esse arquivo como se fossem 50.​​​​​​​ O que você pode fazer para solucionar este problema é desfragmentar o disco. Para isso, utilize o Desfragmentador de Disco do Windows ou baixe alguma ferramenta, como o Defraggler ou o Auslogics Disk Defrag.​​​​​​​ [...] Disponível em: <www.techtudo.com.br/dicas-e-tutoriais/noticia/2011/05/como-fazer-

​​​​​​​com-que-o-computador-pare-de-travar.html>. Acesso em: 6 mar. 2017.

No texto 2, os problemas com computadores são considerados:

O texto, publicado em uma versão online, apresenta fatos de um acontecimento, a aplicação de uma multa pelo PROCON à montadora Toyota.  A multa seria referente

(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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