Assinale a opção que apresenta uma diferença entre a abordagem keynesiana e a abordagem clássica em relação à política fiscal.
Os modelos de crescimento de longo prazo fornecem explicações relevantes para um país que pretende se tornar desenvolvido ao longo do tempo. Esses modelos podem ser divididos entre modelos de crescimento exógenos e endógenos.
Entre os modelos de crescimento exógeno, existe o modelo de Solow, de cunho neoclássico, e o modelo de Harrod-Domar (H-D), de cunho keynesiano. Esse último leva em conta três fatores importantes para o crescimento: taxa de investimento, taxa de poupança e relação produto-capital.
Partindo desse modelo de H-D, suponha a função poupança igual a S = 0,5y, em que y é a renda e uma relação produto-capital igual a 0,2.
Considerando que a oferta agregada é igual à demanda agregada e que há pleno emprego dos fatores de produção, a taxa de crescimento natural do produto será igual a
A Teoria da Curva de Laffer constitui um mecanismo que auxilia a compreensão da relação entre a alíquota (carga) do tributo e o montante arrecadado.
Com base nessa teoria, é correto afirmar que
O Plano Real combateu a elevada inflação por intermédio de três estágios, desenvolvidos na seguinte ordem cronológica:
Em relação à regulamentação e à supervisão do sistema financeiro nacional brasileiro, assinale a afirmativa correta.
A literatura econômica consagra a concorrência como o meio adequado para a elevação do resultado alocativo em termos de bem-estar social. Na direção oposta se mostram, no Brasil, os setores de Saneamento e Energia que, com altos custos fixos e com barreiras à entrada, aproximam-se de uma estrutura de mercado denominada:
Assinale a opção que indica uma função de produção com retornos constantes a escala.
Quando se trata de gestão do orçamento público, ou seja, da forma como são utilizados os recursos públicos pelo Estado, a principal preocupação é evitar gastar além do que se arrecada.
Com base na questão do déficit brasileiro, avalie as afirmativas a seguir.
I. O controle do déficit público exige medidas de correção tanto na parte da receita, como nos gastos públicos. Na parte da receita, fica evidente a necessidade de uma estrutura tributária eficiente. Em relação aos gastos dos entes federativos, os mecanismos de controle passam, necessariamente, pelos orçamentos aprovados pelo Parlamento.
II. O princípio do gasto anticíclico consiste em um orçamento com déficit (as despesas superam as receitas), durante as fases de recessão ou crise, e um orçamento com superávit (as receitas superam as despesas), no auge da prosperidade.
III. Durante a pandemia o emprego de uma política orçamentária anticíclica evitou os principais inconvenientes da política tradicional de orçamento equilibrado, na qual se elevavam os impostos e diminuíam-se as despesas públicas durante os momentos de recessão.
Está correto o que se afirma em
Quando os recursos próprios são insuficientes para a realização dos investimentos públicos o gestor pode, como alternativa comum, recorrer a fontes de financiamento internas e/ou externas para realizar operações de crédito.
Nesse contexto, é correto afirmar que
Com relação ao processo de elaboração do orçamento, no tocante às estimativas de receitas orçamentárias, avalie se as afirmativas a seguir são falsas (F) ou verdadeiras (V).
( ) Na ótica das estimativas de receitas orçamentárias, são irrelevantes quaisquer justificativas que apresentem como fundamento a necessidade do gasto.
( ) É motivação para a alteração nas estimativas de receita a existência de alterações nas alíquotas ou valores de taxas, tarifas e/ou serviços públicos.
( ) É irrelevante a acurácia na estimação da receita para o efeito da execução orçamentária.
( ) Em relação ao anexo de metas fiscais, este deve trazer demonstrativo para a estimativa e a compensação das renúncias de receitas e da margem das despesas discricionárias.
As afirmativas são, respectivamente,
Sobre a diversificação de carteiras, analise as afirmativas a seguir.
I. Considere uma carteira formada por apenas dois ativos. Se a correlação entre esses ativos for 0, haverá sempre uma combinação desses ativos em que o risco da carteira é zero.
II. Uma carteira possui retorno esperado R e desvio-padrão 
. Suponha que se acrescente à carteira um ativo que possui retorno esperado R, desvio-padrão 
e correlação igual a 0,7 com a carteira. O desvio-padrão da nova carteira (a carteira inicial mais o ativo) é menor que 
.
III. Uma fronteira eficiente é um conjunto de carteiras que possuem risco mínimo para cada nível de retorno esperado.
Está correto apenas o que se afirma em
Com relação aos instrumentos de planejamento e orçamento, avalie se as afirmativas a seguir são falsas (F) ou verdadeiras (V).
( ) O PPA é o instrumento de planejamento de médio prazo do governo federal que estabelece, de forma regionalizada, as diretrizes, os objetivos e as metas da Administração Pública Federal para as despesas de capital e outras delas decorrentes e para as relativas aos programas de duração continuada.
( ) A LDO deve incluir o anexo de metas fiscais, no qual são avaliados os passivos contingentes.
( ) A LOA é doutrinariamente conhecida como o planejamento operacional da Administração Pública, cuja metodologia brasileira utilizada para sua elaboração é denominada de orçamento por desempenho.
As afirmativas são, respectivamente,
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days." And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remote and hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only one third full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-is dead
The extract Companies are clawing (in the subtitle) suggests that
the effort expended by the companies is
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days." And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remote and hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only one third full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-is dead
The extract what lured in workers (3rd paragraph) implies that
workers were
Text I
Office Culture
Companies are clawing to bring back pre-pandemic perks and that 'family'
feeling – but employees want something more tangible.
Many employers are calling employees back into offices, trying
to restore the workplace of pre-pandemic days. Along with filling
seats, they're also looking to bring back another relic: office
culture.
Pre-2020, office culture was synonymous with the 'cool' office:
think places to lounge, stocked pantries and in-office happy hours
that went all out; or luxe retreats and team-building exercises
meant to foster the feeling of 'family'. In past years, these perks
drew many workers to the office – in some cases, entire companies
defined themselves by their office cultures.
The world of work looks and feels entirely different than just a
few years ago – yet many companies are still intent on recreating
the office cultures workers left behind as they abandoned their
desks in 2020. While these companies are making some gestures
to adapt – for instance, redesigning spaces to accommodate new
preferences and hybrid-work habits – many are still set on bringing
back what lured in workers before the pandemic.
Yet swaths of employees simply aren't interested in going
backward. Instead of trust-falls and cold brew on tap, employees
are demanding flexible work, equitable pay and a focus on
humanity in the workplace that transcends the perks they sought
years earlier.
Workers' shifting priorities are a natural consequence of the
Covid-19 pandemic, says Georgina Fraser, head of human capital
for global commercial real-estate firm CBRE. "The pandemic gave
us autonomy in a way that we haven't had previously," she says.
"It gave us the opportunity to choose how we structured our
working days."
And now that workers have experienced that level of work-life
balance, they won't settle for less. Fraser adds: "Post-pandemic,
we saw a resurgence of people being very vocal about what they
wanted and needed, not just from office culture, but from the
wider world."
Now, she says, workers aren't shy about "wanting to be seen
as a whole human – and that filters down to their physical location,
how [employers] manage them, what support they receive and
how [employers] integrate technologies between home and office
in order to support them".
One major factor in this changing attitude is that many
employees feel office culture simply isn't applicable in a remote and hybrid-first world, where the physical office can feel
superfluous. Now that the workplace doesn't serve as the culture
hub it once did, "companies have really struggled to redefine the
role of the office", says Lewis Beck, CBRE's head of workplace for
Europe. Office culture that was once meant to get employees
excited doesn't have the same pull when workplaces are only one third full.
Adapted from: https://www.bbc.com/worklife/article/20240229-office-culture-is dead
When it is argued that workers aren't shy (7th paragraph), the author means they are
