Unidad IV

Patrones de Organización de un Párrafo

1- Marcadores de Definición

Economy

A continuación se resalta los marcadores de Definición

An economy consists of the economic system of a country or other area, the labor, capital and land resources, and the economic agents that socially participate in the production, exchange, distribution, and consumption of goods and services of that area. A given economy is the end result of a process that involves its technological evolution, history and social organization, as well as its geography, natural resource endowment, and ecology, as main factors. These factors give context, content, and set the conditions and parameters in which an economy functions.
Today the range of fields of study examining the economy include social sciences such as economics, sociology (economic sociology), history (economic history), anthropology (economic anthropology), and geography (economic geography). Practical fields directly related to the human activities involving production, distribution, exchange, and consumption of goods and services as a whole, range from engineering to management and business administration to applied science to finance.
All professions, occupations, economic agents or economic activities, contribute to the economy. Consumption, saving, and investment are core variable components in the economy and determine market equilibrium. There are three main sectors of economic activity: primary, secondary, and tertiary.

Fuente: http://en.wikipedia.org/wiki/Economy

2.- Marcadores de Tiempo

A continuación se presenta resaltado em amarillo los marcadores de tiempo

Biography

Frederick Winslow Taylor (1856–1915), who believed that his system of scientific management provided the foundations for a scientific ethics, was born in Germantown, Pennsylvania, on March 20. His early education took place in private schools in Pennsylvania, Europe, and New Hampshire, and he was accepted for admission into Harvard University. But fascinated by the relationship among science, technology, and ethics, he decided on an apprenticeship at a steel company in Philadelphia, where, from 1878 to 1884, he advanced from common laborer to a supervisory mechanical engineer. In the process he became familiar with soldiering, when workers, to protect jobs and keep piece-rates high, increased output while bosses were watching and decreased it otherwise. An ardent believer in the Puritan work ethic, Taylor was troubled by this inefficient and unethical behavior, and came to believe that he had a solution not only for the Midvale Steel Company but for institutions throughout the world. He pursued this vision until his death in Philadelphia, Pennsylvania, on March 21.

Taylor began by systematically studying machinery and human beings to discover precisely how much a diligent worker, using the best machines and procedures, could produce in a day. For example, his empirical analysis of metal-cutting machinery allowed him to more than double the machine's speed, and by analyzing the machinist's procedures into elementary motions, and timing them with a stop watch, he was able to minimize wasteful motions and optimize beneficial ones. This led to abelief that all tasks, from the lowliest to the highest, could be made more efficient, and the resulting increase in productivity would optimize everyone's compensation and job satisfaction. He argued that a "single best way" existed for accomplishing every task, and that his scientific analysis of human technology interventions achieved an ethical goal: the resolution of the age-old conflict between labor and management.

After Taylor left Midvale in 1890, he spread the gospel of scientific management while occupying a series of positions from Maine to Wisconsin. He lived at a time when many Americans believed science and technology had the solution to many problems of humanity, but also during a time when bitter strikes sometimes resulted in the deaths of workers. Labor leaders and politicians criticized Taylor's claim that his system would end owner-worker hostility and render unions and strikes unnecessary. They pointed out that workers could not be treated in the same way as machines, and that several creative ways existed for accomplishing tasks rather than Taylor's one best way. Others questioned Taylor's yoking of productivity and morality. Taylor emphasized that wise work produced ethical workers, whereas others insisted that human morality motivated hard work.

During the final decades of Taylor's life, his obsession with efficiency deepened. Managers as well as laborers often resented his despotic attempts to change traditional methods of work and management. To those who said that scientific management was antidemocratic, he insisted that his techniques energized workers, promoted their self-reliance, increased their wages, and shortened their work week. To those who said that scientific management was unethical, he emphasized that his methods enhanced fellow feeling among workers and between workers and managers because he promoted true justice by encouraging the maximum efficiency and prosperity of all those involved in his system. But labor leaders and some politicians saw scientific management simply as a tool for maximizing production and profits to the neglect of the emotional and physical health of the workers. For them, Taylor's methods debilitated workers and increased accidents.