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<blockquote data-quote="Maui" data-source="post: 4493792" data-attributes="member: 45037"><p>There are times it feels like ops managers are just told what to do and it can feel like you describe. It feels like this when there is some mandate like no PT with P2 - even though you hired people and built a plan specifically to do that 6 months earlier, number of routes in a time segment - which is often just manipulated, or no rentals.at.all.</p><p></p><p>The reality is that a lot of things are done just for compliance with upper management directives. That isn't unique to FedEx though. How that is handled and communicated locally can impact whether or not it seems like ops managers have much authority.</p><p></p><p>Within this framework managers have to comply with these directives and have to make every metric known to man - FTE potential (AM, PM, ADMIN, MISC, OR) make pup reliability, FO, PO, SO, DEX03, MSF, SDR WDL, CI Imaging, Cage frequency, VIPER, OPTIC, HPR, FXO. Managers also need to get policy right - which almost no one knows everything. They must handle issues correctly when the process has not been clearly defined and when there is conflicting information from multiple sources. Someone could be focused on an given indici and that become the flavor of the week. So a lot of what they do IS put out fires. And the fact is usually the station is measured on these rather than individual workgroups so weaker managers aren't highlighted.</p><p></p><p>With that said managers at FedEx manage people and processes. They are responsible for what happens and how the plans are executed. They can't letters for mistakes employees make even if they are off on vacation. The quality of local management is important. Upper management sets the objectives, the senior sets the culture, and the managers execute. Sometimes managing is working within the constraints set by upper management and complaining about it is weak leadership. There are strategies that make life suck for managers and couriers alike, but that get the desired efficiency gains.</p><p></p><p>Managers have good and bad days like everybody else. Sometimes you were leaving and there is an accident over an hour away that you must investigate and sometimes the freight is on time, you're staffed well and everything goes smooth so it's an easy day.</p><p></p><p>All in all, I agree with what you say sometimes. It really does depend on many factors at many different levels how much discretion managers have. If you're an MD and you've seen the same mistakes happen by numerous managers, then why wouldn't you just say this is how it MUST be done. Within that there is still a lot of room for decision-making. Hope this answered somewhat. It isn't a simple question though it may appear as one.</p></blockquote><p></p>
[QUOTE="Maui, post: 4493792, member: 45037"] There are times it feels like ops managers are just told what to do and it can feel like you describe. It feels like this when there is some mandate like no PT with P2 - even though you hired people and built a plan specifically to do that 6 months earlier, number of routes in a time segment - which is often just manipulated, or no rentals.at.all. The reality is that a lot of things are done just for compliance with upper management directives. That isn't unique to FedEx though. How that is handled and communicated locally can impact whether or not it seems like ops managers have much authority. Within this framework managers have to comply with these directives and have to make every metric known to man - FTE potential (AM, PM, ADMIN, MISC, OR) make pup reliability, FO, PO, SO, DEX03, MSF, SDR WDL, CI Imaging, Cage frequency, VIPER, OPTIC, HPR, FXO. Managers also need to get policy right - which almost no one knows everything. They must handle issues correctly when the process has not been clearly defined and when there is conflicting information from multiple sources. Someone could be focused on an given indici and that become the flavor of the week. So a lot of what they do IS put out fires. And the fact is usually the station is measured on these rather than individual workgroups so weaker managers aren't highlighted. With that said managers at FedEx manage people and processes. They are responsible for what happens and how the plans are executed. They can't letters for mistakes employees make even if they are off on vacation. The quality of local management is important. Upper management sets the objectives, the senior sets the culture, and the managers execute. Sometimes managing is working within the constraints set by upper management and complaining about it is weak leadership. There are strategies that make life suck for managers and couriers alike, but that get the desired efficiency gains. Managers have good and bad days like everybody else. Sometimes you were leaving and there is an accident over an hour away that you must investigate and sometimes the freight is on time, you're staffed well and everything goes smooth so it's an easy day. All in all, I agree with what you say sometimes. It really does depend on many factors at many different levels how much discretion managers have. If you're an MD and you've seen the same mistakes happen by numerous managers, then why wouldn't you just say this is how it MUST be done. Within that there is still a lot of room for decision-making. Hope this answered somewhat. It isn't a simple question though it may appear as one. [/QUOTE]
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