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UPS Union Issues
9.5 doesn’t work
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<blockquote data-quote="Benben" data-source="post: 3336049" data-attributes="member: 25133"><p>I hear what you are saying but at what point is it ok to miss deliveries? 1 in 100, 1 in 1,000, every other package? There is a balance that has to be maintained between keeping customers and being profitable. If we miss every other delivery we will lose all of our customers to the competition and none of us will have a job. If we double the number of drivers dispatched and 1/2 of them are running out in empty trucks chasing wrong cars the company loses money and layoffs are inevitable. Now consider that in the overall percentage of management of the company those "in the trenches," meaning the managers in the buildings with eyes on, is very, very small. Therefore in order to manage this huge company decisions are made according to reports. Those "in the trenches" are (hopefully) working within the guidelines given to them and the "reports" generated reflect this. You can not argue that UPS is profitable year in and year out.</p><p></p><p></p><p></p><p></p><p>There is a fourth and I think we are knee deep in it and one must step back and LOOK. The seems to be a rather large turnover recently. The older guard are retiring or getting ready to retire. Meaning younger or rather "<u>newer</u>" managers are more numerous because both us hourlies and the new managers are the ones "in the trenches." I think maybe that is what you see, day in and day out, and that is dominating your viewpoint. Just like it took years to become great drivers the learning curve for these newer managers must be large. It takes time to learn the ropes, what can and can not be done, and how to make the changes a manager thinks needs to be changed while working within the system given to them. </p><p></p><p>I believe your first category has very, very few in it. I know of none in the second category (but that is <strong>my</strong> viewpoint from what I am seeing in <strong>my</strong> building.) The vast majority fit into the 3rd and fourth.</p></blockquote><p></p>
[QUOTE="Benben, post: 3336049, member: 25133"] I hear what you are saying but at what point is it ok to miss deliveries? 1 in 100, 1 in 1,000, every other package? There is a balance that has to be maintained between keeping customers and being profitable. If we miss every other delivery we will lose all of our customers to the competition and none of us will have a job. If we double the number of drivers dispatched and 1/2 of them are running out in empty trucks chasing wrong cars the company loses money and layoffs are inevitable. Now consider that in the overall percentage of management of the company those "in the trenches," meaning the managers in the buildings with eyes on, is very, very small. Therefore in order to manage this huge company decisions are made according to reports. Those "in the trenches" are (hopefully) working within the guidelines given to them and the "reports" generated reflect this. You can not argue that UPS is profitable year in and year out. There is a fourth and I think we are knee deep in it and one must step back and LOOK. The seems to be a rather large turnover recently. The older guard are retiring or getting ready to retire. Meaning younger or rather "[U]newer[/U]" managers are more numerous because both us hourlies and the new managers are the ones "in the trenches." I think maybe that is what you see, day in and day out, and that is dominating your viewpoint. Just like it took years to become great drivers the learning curve for these newer managers must be large. It takes time to learn the ropes, what can and can not be done, and how to make the changes a manager thinks needs to be changed while working within the system given to them. I believe your first category has very, very few in it. I know of none in the second category (but that is [B]my[/B] viewpoint from what I am seeing in [B]my[/B] building.) The vast majority fit into the 3rd and fourth. [/QUOTE]
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