O sistema de controle de estoque que programa a chegada precisa de materiais quando eles são necessários na linha de produção denomina-se:

Em uma reunião social a única atitude permitida é:

Na análise financeira, os gerentes decidem quais índices revelam as relações mais importantes para seus negócios. O índice financeiro que indica a capacidade da organização de cumprir com suas obrigações de dívida correntes denomina-se Índice:

O método de classificação utilizado no tratamento de documentos públicos, que só é possível e aconselhável em governos de organização estável e cujas funções e processos administrativos sejam bem definidos, é a classificação:

PayPal accused of 'making' dissatisfied buyer smash antique violin
Alex Needham
guardian.co.uk, Wednesday 4 January 2012 17.03 GMT

The internet service PayPal has come under fire for allegedly forcing a user of the service to destroy an antique French violin in order to get a refund, due to a dispute over its authenticity. The blog Regretsy, which mainly features strange handmade artifacts culled from around the web, posted an email from a user identified only as Erica. In the email, which has gone viral, Erica claims to have sold a pre-second-world-war violin on eBay to a buyer in Canada for $2,500 (£1,600). Though the violin was authenticated by "a top luthier" prior to its sale, on receiving it the buyer disputed its provenance.

“Rather than have the violin returned to me, PayPal made the buyer DESTROY the violin in order to get his money back. They somehow deemed the violin as 'counterfeit' even though there is no such thing in the violin world.” “The buyer was proud of himself, so he sent me a picture of the destroyed violin … it is beyond me why PayPal simply didn't have the violin returned to me.” The website features a picture of a smashed violin bearing the Maurice Bourguignon label. Paypal's terms of service includes a clause saying that in order to resolve a payment dispute, “PayPal may … require you to destroy the item and to provide evidence of its destruction”.

A spokesperson for PayPal said: "While we cannot talk about this particular case due to PayPal's privacy policy, we carefully review each case, and in general we may ask a buyer to destroy counterfeit goods if they supply signed evidence from a knowledgeable third party that the goods are indeed counterfeit. The reason why we reserve the option to ask the buyer to destroy the goods is that in many countries, including the US, it is a criminal offence to mail counterfeit goods back to a seller."

Andrew Hooker, an antique violin dealer and former auctioneer at Sotheby's, said that "only an imbecile" would buy a precious instrument without playing it first. "The whole point of a violin is how it sounds to the player. At Sotheby's I knew of Stradivariuses that were pronounced to be almost unplayable by well-known virtuosi, only for a different one to come in and buy it. The things are absolutely individual to the buyers and anyone who doesn't understand that really is naive." He added that difficulties in eBay sales often arise when either the buyer or seller is more knowledgeable than the other party. "I was involved in a case recently where the seller was selling a fake deliberately. The buyer did ultimately get their money back but it took the best part of two years. "I sympathize with the wronged party but a fool and his money are easily parted."

(source: http://www.guardian.co.uk/world/2012/jan/04/paypal-buyer-destroys-violin)

Taking into account the word formation process of the words in bold in the following excerpts quoted from Text – “for allegedly forcing”; “an antique violin dealer”; “to be almost unplayable” –, answer which of the options below shows, respectively, words formed by the same process:

O processo que os gerentes usam para transferir autoridade e responsabilidade para posições abaixo deles na hierarquia denomina-se:

International purchasing and global sourcing: Managerial Implications

by Robert J. Trent, Robert M. Monczka

Supply managers need to be realistic concerning the level of worldwide sourcing that will best satisfy their organizational requirements. While most firms expect to pursue the highest global sourcing level, that may not be the most appropriate action. Many factors affect the sourcing level that firm should pursue. These include the intensity of worldwide competitive, customer improvement requirements, available skills and resources, the location of buying and engineering centers, the location of worldwide suppliers, and the performance impact that global sourcing can have on firm performance. Managers need to assess realistically the worldwide sourcing level their firm should operate at and then identify what level they currently operate. If a gap exists, plans to narrow that gap must become part of the strategic planning process.

Supply professionals should also view global sourcing as a process rather than as a set of discrete activities or approaches. As a process, global sourcing should become an integral and imbedded part of supply planning and execution. Developing a systematic global sourcing process makes sense for a number of reasons. Well-developed and understood processes accelerate learning as participants become familiar and experienced with a defined process. Furthermore, defined processes can "build-in" best practices and knowledge that enhance the likelihood of success. Perhaps most importantly, organizations can document, measure, and continuously improve their global sourcing process.

It is important for managers to recognize that global sourcing is significantly more complex than international purchasing. The process requires executive vision, leadership, and an intense commitment of time and resources. Furthermore, firms that are highly decentralized will face obstacles if they try to pursue a process that requires extensive coordination and integration.

Supply managers must also recognize that the definition of global sourcing will change. In fact, while most firms that practice global sourcing today view it as way to integrate global strategies across functional groups and locations, leading firms are beginning to move beyond that perspective. Some supply managers now view global sourcing in terms of not only strategy development and contracts, but also as a way to develop common supply processes that incorporate best practices and efficiencies. Examples where firms will begin to converge on common processes or practices globally involve supplier evaluation and selection, cost management, supplier development, and early supplier involvement. As mentioned earlier, sourcing process consistency may be the most powerful benefit that firms eventually realize from global integration.

(adapted from http://findarticles.com/p/articles/mi_hb6503/is_4_39/ai_n29046094/pg_9/?tag=content;col1)

The words furthermore and if in “Furthermore, firms that are highly decentralized will face obstacles if they try to pursue a process that requires extensive coordination and integration.” express, respectively, the ideas of:

O nível hierárquico de controle em que ocorre a avaliação das taxas de desempenho dos recursos humanos denomina-se:

As urnas I, II e III contêm etiquetas com os seguintes nomes: Pares, Ímpares e Inteiros, respectivamente. Uma dessas urnas contém apenas bolas com números pares, outra dessas urnas contém apenas bolas com números ímpares e a terceira urna contém bolas com números inteiros, porém todas as etiquetas foram coladas de forma errada e não correspondem ao conteúdo das urnas.

Sabendo-se que da urna III retira-se uma bola com um número par, as etiquetas corretas das urnas I, II e III contêm respectivamente números: