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Management Rant - Measuring Stupidity
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<blockquote data-quote="Floridacargocat" data-source="post: 638384" data-attributes="member: 6168"><p>Before I joined UPS, I was in positions of responsibility. After joining UPS, I was able to make the first jump into "management". Once there, I realised that attitude, industriousness, knowledge and compliance is not what is expected. The simple measure is: achieving the numbers.</p><p>There are areas in any professional sector that cannot be measured by numbers such as: achieving a sense and committment to cooperation, coordination and communication, resulting in far better results than driving others by sheer numbers.</p><p>In one of my previous positions (eons ago and in a different country) I once asked a financial controller: How can we measure customer satisfaction and flexibility (as we had to change manufacturing programs quite a little bit)? I never got a satisfactory answer. In the end, manufacturing coordination, financial control and marketing at least came to understand each others requirements and worked to the best of their abilities.</p><p>Now, at UPS, I have to ask myself: Can I achieve the goals that I have set myself (knowing that one of the key obstacles is managements attitude and limitations (numbers): Get the box out of the center whatever it may cost. Is compliance with federal and internal regulations an obstacle? No, because no one is caught (until it happens). Self-disclosure is a word that is not mentioned.</p><p>I am still keeping the next higher level informed about non-compliance.</p></blockquote><p></p>
[QUOTE="Floridacargocat, post: 638384, member: 6168"] Before I joined UPS, I was in positions of responsibility. After joining UPS, I was able to make the first jump into "management". Once there, I realised that attitude, industriousness, knowledge and compliance is not what is expected. The simple measure is: achieving the numbers. There are areas in any professional sector that cannot be measured by numbers such as: achieving a sense and committment to cooperation, coordination and communication, resulting in far better results than driving others by sheer numbers. In one of my previous positions (eons ago and in a different country) I once asked a financial controller: How can we measure customer satisfaction and flexibility (as we had to change manufacturing programs quite a little bit)? I never got a satisfactory answer. In the end, manufacturing coordination, financial control and marketing at least came to understand each others requirements and worked to the best of their abilities. Now, at UPS, I have to ask myself: Can I achieve the goals that I have set myself (knowing that one of the key obstacles is managements attitude and limitations (numbers): Get the box out of the center whatever it may cost. Is compliance with federal and internal regulations an obstacle? No, because no one is caught (until it happens). Self-disclosure is a word that is not mentioned. I am still keeping the next higher level informed about non-compliance. [/QUOTE]
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