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<blockquote data-quote="MrFedEx" data-source="post: 935257" data-attributes="member: 12508"><p>Ignoring us is SOP. At leading edge companies (the kind that get benchmarked), upper management realizes that frontline employees are a valuable resource of knowledge, and they utilize that knowledge to make good, <em>informed </em>decisions. We aren't that kind of company.</p><p></p><p>FedEx practices Applied Mushroom Management (AMM). That's where they bury us in sheet, completely ignore us, and expect us to "grow" as employees. Guess what? It doesn't work, and upper management makes Continually Retarded Decisions (CRD), like deciding to buy a crap product like the PP2 <em>without </em>any significant frontline employee input.</p><p></p><p>MT3 is the chief architect of CRD, and he has ensured that this highly effective process has been applied throughout the corporation.</p></blockquote><p></p>
[QUOTE="MrFedEx, post: 935257, member: 12508"] Ignoring us is SOP. At leading edge companies (the kind that get benchmarked), upper management realizes that frontline employees are a valuable resource of knowledge, and they utilize that knowledge to make good, [I]informed [/I]decisions. We aren't that kind of company. FedEx practices Applied Mushroom Management (AMM). That's where they bury us in sheet, completely ignore us, and expect us to "grow" as employees. Guess what? It doesn't work, and upper management makes Continually Retarded Decisions (CRD), like deciding to buy a crap product like the PP2 [I]without [/I]any significant frontline employee input. MT3 is the chief architect of CRD, and he has ensured that this highly effective process has been applied throughout the corporation. [/QUOTE]
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