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Layoffs in I.S.
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<blockquote data-quote="SimpleUPSer" data-source="post: 204240" data-attributes="member: 10210"><p>I have been following this thread and finally decided to add to it. Please also note that this is my first post to Brown Cafe!!! <img src="/community/styles/default/xenforo/smilies/group1/w00t.gif" class="smilie" loading="lazy" alt=":w00t:" title="W00t :w00t:" data-shortname=":w00t:" /></p><p> </p><p>Many of the comments seem to make sense, and while I do not get to observe any of the antics of the portfolio managers myself, based on the details posted, it sounds like the atmosphere leaves something to be desired.</p><p> </p><p>Some of the items I would like to comment on:</p><p> </p><ul> <li data-xf-list-type="ul">Comments of accountability past versus present - There are so many more applications and systems to support, and the growth of the IS infrastructure most likely contributed to the accountability issues - that being said, it should have at lease started to improve by now...</li> </ul> <ul> <li data-xf-list-type="ul">I disagree about the comment about an IT background being needed to be a successful manager in an IT/IS environment. Understanding the job is important, but is a technical background a necessity? Are not most of the positions based on planning, organizing, priortizing, direction and leadership? I have known many technical people who can write code like no tomorrow, but when it comes to the traditional skills needed to run the business they fall short. The mix of people should compliment the entire team. If leadership is lacking, then many of the other items noted will suffer. If leadership is good, then these issues seem to go away...</li> </ul> <ul> <li data-xf-list-type="ul">The debate about which job is more important, the package handler, service provider, network engineer or technician are moot. People for the most part have jobs they enjoy. Based off of that, most others will never truly understand, or want to try the other jobs. Granted, there are some who have done multiple things and have the insight and the big picture of how it all comes together, but each position is equally important to the success of our organization. I know service providers that think of technology as their DIAD, and are totally unaware of all of the other IS/IT tools that they are exposed to each day. I also know IS people who have never set foot in a package facility (center or hub). Both have serious drawbacks. Unfortunately, I do not have an solution (at least one that everyone would like anyway <img src="/community/styles/default/xenforo/smilies/smile.png" class="smilie" loading="lazy" alt=":)" title="Smile :)" data-shortname=":)" />).</li> </ul> <ul> <li data-xf-list-type="ul">I looked back and was unable to find it, but I thought someone mentioned that we needed to get more sales folks to get business. Consider this; we are no where near competitive when it comes to price. I say this without factoring in the incented customers, or those who benefit from an integrated solution. All things being equal, our prices are higher than our competitors. What does that leave us with? Service. We can get all of the new customers that are out there, but if we cannot deliver packages to our customers timely and without paying GSRs, it will not matter. Misloads, LIBs, and damages are at levels that are downright embarrassing, and ALL of us are to blame. Our excuse is that "it is just a part of doing business", as opposed to "it needs to improve if we want to stay in business".</li> </ul><p>Forgive my rants, and my intent is not to offend anyone if I did. All of the people at UPS can impact the organization. The way in which we choose to impact UPS, positively or negatively, is contingent upon our attitudes.</p><p> </p><p>Comments welcome!</p></blockquote><p></p>
[QUOTE="SimpleUPSer, post: 204240, member: 10210"] I have been following this thread and finally decided to add to it. Please also note that this is my first post to Brown Cafe!!! :w00t: Many of the comments seem to make sense, and while I do not get to observe any of the antics of the portfolio managers myself, based on the details posted, it sounds like the atmosphere leaves something to be desired. Some of the items I would like to comment on: [LIST] [*]Comments of accountability past versus present - There are so many more applications and systems to support, and the growth of the IS infrastructure most likely contributed to the accountability issues - that being said, it should have at lease started to improve by now...[/LIST] [LIST] [*]I disagree about the comment about an IT background being needed to be a successful manager in an IT/IS environment. Understanding the job is important, but is a technical background a necessity? Are not most of the positions based on planning, organizing, priortizing, direction and leadership? I have known many technical people who can write code like no tomorrow, but when it comes to the traditional skills needed to run the business they fall short. The mix of people should compliment the entire team. If leadership is lacking, then many of the other items noted will suffer. If leadership is good, then these issues seem to go away...[/LIST] [LIST] [*]The debate about which job is more important, the package handler, service provider, network engineer or technician are moot. People for the most part have jobs they enjoy. Based off of that, most others will never truly understand, or want to try the other jobs. Granted, there are some who have done multiple things and have the insight and the big picture of how it all comes together, but each position is equally important to the success of our organization. I know service providers that think of technology as their DIAD, and are totally unaware of all of the other IS/IT tools that they are exposed to each day. I also know IS people who have never set foot in a package facility (center or hub). Both have serious drawbacks. Unfortunately, I do not have an solution (at least one that everyone would like anyway :)).[/LIST] [LIST] [*]I looked back and was unable to find it, but I thought someone mentioned that we needed to get more sales folks to get business. Consider this; we are no where near competitive when it comes to price. I say this without factoring in the incented customers, or those who benefit from an integrated solution. All things being equal, our prices are higher than our competitors. What does that leave us with? Service. We can get all of the new customers that are out there, but if we cannot deliver packages to our customers timely and without paying GSRs, it will not matter. Misloads, LIBs, and damages are at levels that are downright embarrassing, and ALL of us are to blame. Our excuse is that "it is just a part of doing business", as opposed to "it needs to improve if we want to stay in business".[/LIST] Forgive my rants, and my intent is not to offend anyone if I did. All of the people at UPS can impact the organization. The way in which we choose to impact UPS, positively or negatively, is contingent upon our attitudes. Comments welcome! [/QUOTE]
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