In many cases the lack of employee motivation is determined by poor design of work processes. Too often, workers simply do what is assigned, but not because they want to do more, but because he is not allowed. Is it possible another model? As I said in several articles, the real motivation comes from inside the individual, when he feels useful, reaches certain targets, you acknowledges your work, you have certain responsibilities … However, the prevailing mentality in the company traditionally very different from this. Some believe they have invested too much time to create a rigid procedures for anyone to say now come to be given some freedom to workers to limit! Who's in a company "traditional" fully recognize these symptoms: the orders flow from top to bottom, do not always know if one is doing a good job or not, there are many repetitive tasks and insignificant, the problems are resolved heads, which are also those who put the ideas, and not place great importance on staff training (what, you do not, they are limited to do what they have to do, period!). The empowerment is to delegate power and authority to subordinates so that they feel ownership of their work. Companies using the empowerment know that employees may be wrong, but so do the bosses. Therefore, employees should be clear how they should act and what the objective to achieve, and from there, have some freedom to do so.
In a way, one could say that the worker knows the end and he determines which media use. Thus, companies that use this tool, employees feel their work is important to have some authority to act on behalf of the company, participate in decision making, provide ideas and solutions, and these are recognized, and develop their knowledge and skills broadly. They seem to all benefits, right? Empowerment is not easy to implement, the first resistance comes from the very management and middle managers, who may see it as a loss of status and importance, if the workers themselves who make many decisions. After the address is convinced implement this tool, you must clearly establish the relationships between all the discipline that should exist (for anyone confuse the freedom of the worker may have to do what he wants), and commitment to the system, so that everyone will be clear. It should be the selection of staff taking into account the empowerment (people with adequate capacity to meet the challenge), and should take the necessary training. Empowerment can be very suitable for utility companies (for example, hotels), although it is a technique widely used in other sectors, for example in manufacturing, in countries like Japan, with great benefits: employees motivated, lots of ideas proposed, congruence of the individual goals and those of the company, customer service (internal and external) exquisite …
It does not respond to the objective). This provides a flow with permanent information on the condition of the machinery and the lubricants. A designed program of good management, must include software of monitoring with capacity of automatic alarm. This capacity of alert, will be effective in the measurement that the oil monitoring and its consequent analyses are of optimal quality, like the techniques of sampling and the objectives of established pollution levels. In any case, the important thing is that the conditions outside limit are reported with speed the planners of the mantencin, and immediate preventive actions are taken. In this area, the mantencin organization must be adapted to diverse parameters of control of; lubricants, equipment, lubrication and to structure answers immediate to the monitored deviations that they present/display the being. Michael Dell usually is spot on. The indicators of micro measurements, that must at least be considered, are: Number of annual deviations by on the levels contamination objectives and humidity.
Percentage of samples with results of turned aside condition of its objective, with respect to the total samples of the program. Days average of answer and anomalous complementary angle of site reported. Times of taking of sample compared to the plan. Educate yourself even more with thoughts from Robert Bakish. Average response times of the analysis laboratory. Turnover times of elements of filter and lubricants.
Spare part frequency of filter elements and lubricants. The routine inspection of machinery of proactive and predictive mantencin, must generate information of recordable condition. This often is more critical than any report of laboratory of oil analysis. Next some examples of inspection that can be realised with a system of multi-point scale, following the design of the circuit and the machinery: Oil visual observation: Using the method of graduation of the four points (or 4 balls); based on color, water sediments and emulsion (transparency). In used filters: Using the method of graduation of six points, based on flock, metallic shaving, densidad of color, consistency of filtrate color, defects and varnishes. Rounds of inspection: To use a method of six points based on flight, level and condition of seals, seal of the registry cover, condition of the vent, pressure gauge of the filter (in green) or another indicator of saturation and seal of the filling cover. Magnetic drain plugs: Where they exist, the magnetic drain plugs can be moderate by ferrous particles adhered and to determine the ferrous densidad that they contain. Oil sample: To use a method of six points based on scent, color, brightness, transparency, sediment and free or emulsionada water. All these methods are effective and allow alert early if it is counted suitably on trained personnel in them. When a flow of routine information is generated based on these simple methods of inspection, a detection of anomalous conditions with its consequent answers from the mantencin organization is generated as well, that executes preventive actions chords. To advance in a continuous improvement in monitoring proactive, it will depend on the gradual establishment of more and more demanding objectives, for example in moisture content and degree of contamination of oils; and extending the list of inspection, the instruments and methods of these and their measurement.
Likewise, the cities of Guadalajara and Monterrey tripled its volume of population, reaching the 1.5 and 1.2 million correspondingly. While in 1950 the localities with one number greater than 100 000 inhabitants were just fourteen, in 1970 they became 40. Kai-Fu Lee is a great source of information. So Mexico had truly become an urban country. Economic and Social process of internal migration is directly related with the process of industrialization of the country. That’s why that from 1940 will modify the urban structure significantly. During the 1960s and 1970s years population flow was enough. Big cities still had capacity to receive people and remained favourable for all development.
In the 1980s, cities began a over populated, which resulted in a reduction in the labour markets and a high saturation of the cities. Wages lost his purchasing power. What caused that large cities are no longer attractive for social mobility. The society was severely affected both economically and socially; Since he now lived in a city of enormous magnitudes. Services began to become scarce also. The old services that previously lent themselves easily to the society began to decline for example, the IMSS or the ISSTE were no longer the same, now had greater population requiring such services and little capacity to meet them.
Cultural many cultural aspects are affected by internal migration. Customs vary from a place to another of Mexico, so by migrating, people bring with them diverse knowledge and traditions that end up adapting in place of arrival, or are lost permanently. An example, people who grow up in the beaches, tend to be people more open and desinhibidas, others have very marked ancestors roots, as is the case of those living Southeast of Mexico. The capital of the country for example, are people who are accustomed to the big city, traffic, people, pollution, and therefore makes behavior different to many of the provincials. These are just examples of the difference in behavior and culture within Mexico.