UNIONS IN BRAZIL The Brazilian unions had had its gnese under the protective wings of the New State, period where the country was governed by a ditatorial regimen with populist feies, inhaled in the corporative model of Italy fascist. This does not want to say that the working movement was inexistent in Brazil. It occurs that the State, perceiving the possibility of an independent development of the unionism, if anticipated creating atrelada syndical structure to the Ministry of the Work, situation that facilitated its control through the bureaucratic machine of the government. At the time, the anarchic unionism exerted fort influence on the Brazilian unionism, mainly for the fact of the majority of the laborers, in the case of So Paulo, the biggest Brazilian industrial polar region, to be constituted in its majority by originary immigrants of Italy and Spain. Ideologically, the Brazilian unionism, exactly still incipient, was revolutionary, pautando its claims for changes in the social structure, beyond the improvement of the conditions of work and wages. Amongst the mechanisms of control of the system of syndical representation, he appeared the intervention of the Ministry of the Work whenever the Direction violated the norms established.
The proper creation of an union, depended almost that exclusively, of the ministerial approval. However, one of the mechanisms strongest for the maintenance of this system, without a doubt, was the union dues, paid compulsively for all the workers, representing one day of work and distributed, proportionally, to the federacies and the respective unions, of form that became possible the financial sustentation of little representative unions, without it has necessity of an effort of cooptao of the bases for an action politics more effective as classroom agency. Some mechanisms of control had been extirpados with the Constitution of 1988, between them, the power of intervention of the Ministry of the Work and the freedom of creation of unions, respected the limits of performance for sector and city.
In this structure of market competition between the consumers exists. The firm produces a product for which it does not exist substitute next. It has presence of barriers to the entrance of new firms, that is, it is necessary to keep the competitors in potential moved away. These obstacles can be managed by the monopolista through: ) Control on the supply of the substance cousin; b) Legal barriers as registers of patents; c) Governmental licenses and concessions and others. It is important to stand out that, in many circumstances, it is the structure most appropriate for the production of certain goods and services as in the governmental monopolies (Post offices, CESAN).
The legislation of the majority of the countries forbids the monopoly, with exception exerted them by the State, generally in strategical products and services. The monopoly ' ' puro' ' it is a theoretical construction, because, in the practical one, it does not exist. The hypotheses of the model are: ) the pure monopoly or natura, due to high scale of required production, demanding upstream raised one of investments. The monopolista company already this established in great dimensions and has conditions to operate with low costs. Some company very becomes difficult to obtain to offer to the product to a price equivalent to the monopolista firm; b) protection of patents (right only to produce the good). Example: photocopy; c) control on the supply of substance-cousin-keys.
Example: The Alcoa withheld almost all the bauxite mines in U.S.A. (raw material of aluminum). d) tradition in the market. Example: market of clocks: the Japanese had needed to invest much money, during much time, to concur with the tradition of the Swiss clocks. An implicit hypothesis in the behavior of the monopolista is that it does not believe that the high profits that the short-term one gets they can attract competitors, or that the high prices can drive away the consumers; that is, it believes that, exactly in the long run, it will remain as monopolista.
Figure 2 – Diagram of the 6 great losses Source: Adapted of internal document of the ArcelorMittal Inox Brazil the development of the TPM for all company it was presented by the JIPM in 1989, as TPM of third generation, passing the focus for the production system and not only more the equipment. The objective started to be the performance in the eight main losses in the equipment (imperfections, losses for preparations and adjustments, loss for answer sheet change, loss for inicializao, losses for lesser stops and inactivity, loss of speed, losses for defects and retrabalhos and loss for idle time), in the five losses for human factors (loss caused for the administration, loss of operational mobility, loss of line organization, logistic loss of and loss for measurements and adjustments) and three losses of resources of the production (loss caused for matrices, tools and answer sheets, loss of energy and loss of technology). From 1999, the JIPM works with TPM of fourth generation, that must be implemented in all the organization, involving the functions of the headquarters of the company, sectors commercial, of research and development, etc. Acts in the management strategy, with focus in the general system of the company, and with main objective to eliminate the twenty great main losses. ' ' It has three main reasons for which the TPM if spread out so quickly in the Japanese industry and now the same is happening with the whole world: it guarantees drastic results, it transforms the work places visibly and raises the level of knowledge and capacity of the production workers and manuteno' ' as Suzuki (PALM and TENRIO, 2002). 3.1.Pilares of the TPM As said by Yamaguchi (2005), for the elimination of the 6 great losses of the equipment, the 8 assigned following activities are implemented as ' ' 8 pillars of sustentation of the development of TPM' ' (figure 3), considered for the JIPM.
Thus, everything would be a personal and altruistcal devotion. The idea of collective profit and social responsibility does not exist. This happens because the Brazilian not yet incorporated one real condition of citizen with guaranteed rights and social duties to fulfill. Still advantage of everything takes advantage the idea of taking off. The recognition lack as citizen is that it takes the individual to face the duty as a penosa overload and to develop a esquivista attitude to everything what is to have. In the work relations everything this is one ‘ ‘ plate cheio’ ‘ for the preconception and discrimination. ‘ ‘ The professionals of human resources had obtained to seat in the table of strategical negotiations of the company. Already disentailed of the image of human resources department, the RH professionals gain space inside each more important time of the company.
He is at the hands of them, after all, the main asset of the companies: the people. She has a more intense competition in all the sectors. In virtue of the diversity of products and available services, the consumers are more demanding. This requires new behaviors on the part of the companies whom they intend to prosper. It is not of today that globalization became a familiar term; they will potencializaro it or leverage of the professionals became a inescapvel organizacional requirement. To contract, to hold back and to use vital talentos are a basic source of competitiveness. Even though the shareholders are demanding leader administrators and of high quality and well defined enterprise cultures as a future productive enable signal. Each one of these trends impose that the human side of the company is alavancado as a source of competitive advantage.