What is Globalization?

Globalization is a package of transnational flow of:

A. PEOPLE – the entire body of persons who constitute a community or other group
by virtue of a common culture, history, etc.(www.dictionary.com). What is
essential talking about people is the empowerment to become a resourceful
member of the community. People Empowerment anyway, is the delegation of
authority, accountability, and responsibility to subordinates for maintaining a
good order in the designated area under their control without rendering service
for personal intention.

MAIN TOPIC

How to win success through people empowerment? (Let us take the point of view
of the PNP Organization for instance)

1. Communicate you Vision. Transparent

communication of the vision, objectives, direction,
and expected benefits is required. Telling
members/people what to do without complaining
“why” seldom generates significant results? Like for
example, in the PNP organization, subordinates
seldom observed the unity of command. Unity of
command is an example of transparent or clear
communication among superior and subordinate/s.

2. Lead with the feet and not with the lips. Manager must provide leadership,
focus, and direction. Their commitment is to ensure resources (time, money,
and energy) are available & allocated properly. And they must create a sense
 of urgency and high priority. Manager should serve a good example to
employees by sharing his/her knowledge, and not a greedy leader.

3. But, in the end, management must allow people to solve problems

themselves. People empower themselves; i.e. they take ownership of their
processes and don’t have to get permission to implement every incremental
improvement idea. Management’s role is to break the red tape, remove
obstacles, and help avoid bureaucracy. Then they get out of the way!

4. Establish a new mindset. A new attitude

that “everyone is a problem solver” must
replace the traditional one of “workers
work and managers think.” This requires
a change in everyone’s attitude toward
honesty, openness, communication, and
treating workers as adults. People need
to be viewed as a talented resource for
solving problems and making
improvements.
5. Build interpersonal skills early. Listening, communication, and team building
skills must be taught to all the members of any action team. This needs to be
done before discussing problems, attempting solutions, or leaping into actions.

6. An objective and non-judgmental climate must be created. Team leaders

must prepare members to discuss sensitive issues without personal attacks.
There needs to be a minimal amount of rationalization, emotionalism, egos,
anger, fear, politics, finger pointing, and defensiveness. Team members must
learn to respect and listen to each other’s ideas and opinions. The old
brainstorming rule is particularly true. No idea is without some merit. People
Empowerment without interpersonal skills is a waste of time.

7. Provide problem solving tools. Problem solving tools must also be fully
understood by all members
of the action team. These
include flowcharts, cause and
effect diagrams, Pareto charts,
control charts, run charts,
brainstorming techniques, etc.
without these tools, the action
teams will be unable to
separate the symptoms from
the root causes of the
company’s problems. Time
must be allocated so the
problem solving tools can be
properly used to define the root causes of problems so that the same problems
will not appear again and again and again. People Empowerment without
problem solving skills is impossibility.
8. Form focus teams with effective leaders. From teams only after the potential
leaders are educated and trained in facilitation skills. Picking a strong
leader/facilitator will help guarantee actin team success.

9. Staff appropriately. Make sure the action teams include people that can
actually solve the specific problem or identify opportunities for improvement.
Whether cross functional or functional, the action teams must include people
with a vested interest in solving the problem and improving the process. They
should not include people who lack interest in improvement.

10.

Focus on specific problems. Avoid truisms, generalities, and broad statements

of intent as goals for individual teams. “Making this a better company” may well
be a fine goal, but is so non-specific that it cannot be engaged by an action
team. If you want improvement, clear communication of where, what, why, and
how is required. If you want inventory reduction, then state where and to what
level. If you want reduced setup time, which machines and how much? And if
you want synchronous production, which line or area? The leader/facilitator
and/or management need to provide direction to help narrow the focus. Action
team expectations, goals, objectives, and results should be clearly defined from
the start.

11. Establish clear performance measurements. This is management’s handle

on the process. Performance measurements motivate behavior. saying you
want one thing, and measuring another sends mixed messages to the
organization. “We want this, but your accountable for (i.e. measure on) that” is
a sure way to guarantee no change or improvement.
12. Avoid “paralysis by analysis.” Once the root causes are discovered, there
should be a sense of urgency to attack them with a vengeance and eliminate
them. It is important to get into an actions and results mode to achieve
measurable and tangible results in a maximum of 90 days.

13. Define the limits of the problem solving authority. Can your teams make
changes and spend money (up to a set amount) without management
approval? If the limits of team authority are clearly defined up front, they should
be able to solve most basic problems or make basic improvements without
involving executive management.

14. Don’t form a team to attack every problem. The key is to get problems
solved, make improvements, and achieve measurable. Operational results, not
to have lot of action teams. Often, empowering and delegating authority to
individuals will also achieve excellent results.

15. Keep the action teams small – eight to ten people maximum. Small teams
allow good participation, involvement, interaction, and communication.

16. Recognition is the cornerstone of People Empowerment. Recognize,

congratulate, promote people’s efforts, and reward people for a job well done.
 Highlight specific accomplishments so that everyone throughout the company
can see the business results. This process must be in place before you set up
your action teams. Without recognition, people lose their motivation,
enthusiasm, or commitment to solve problems and make improvements.

1. parliament elected by universal suffrage, and even should they conform to the
system of natural laws – which has never been the case and never will be the
case – are always equally fatal and hostile to the liberty of the masses from the
very fact that they impose on them a system of external and therefore despotic
laws.