"A proper "performance OJS" should be planned out, also previous OJS and area trace reviewed. The supervisor should make sure that the load is not the issue and should be loaded in sequence. I realize that for some if not most drivers, this may be the biggest issue but for purpose of the OJS, it should be taken out of the equation." - ups lifer
Why is this not sabotage? Take poor load quality out of the equation, give driver a perfect sequence load, then hold him to that standard after the o.j.s? How is that fair? You get off car and load goes back to garbage, or maybe you make sure it stays a quality load every day because you are a fair manager, but what happens when you move to another center next year and the new guy claims I'm not maintaining my performance standard? Either fix the preload issues or ignore my performance, you can't have it both ways.
Load quality and area trace are not driver issues. I agree 100% about the issues you are talking about. A reasonable management person would be already talking to you and you would be telling mgmt that the load needs to be addressed. A first step to the performance ride would be to set up the load so that load quality is not the issue.
If a mgmt person is TRUELY going to fix the problem, they have to get to the root cause. To do that they have to eliminate all possible scenarios that the driver has no control over. This way you can eliminate or improve driver performance based on no extreneous factors. You can then address other issues which are more likely to help you get the results you are looking for and getting you to the root cause of the problem.
As you know - getting to the root cause is the only way to fix the problem. Everything else is a band aid.
As for upper management and the ivory tower micro-management problems.... in most cases, managers who use this approach are what
Bubblehead calls just "facilitators". (A great comparison by the way!) A good manager has to stand up for what they believe in. As we know it is just easier to go along rather than make waves.
The reason micro-management started taking hold is because managers were not doing the job.... so a strong division manager or district manager did it for them!
These people (upper mgmt) did not get to their level because they were stupid. A good manager needs to sell upper management on what needs to be done and how he/she would like to go about doing it. (But it does have to work!!) If you come up with a viable plan and present it to upper management. Your plan has to make sense and show results... BUT you will get leeway to make it happen.
A couple of examples..... As a hub manager I started with 21 supervisors and I continued to show a need for supervisors. I was able to get to 33 supervisors. Other operations were cutting and I was adding! I was able to prove my case and I never let up. I left the operation and the supervisor force dropped to 26 within 3 months.
As a Center Manager - I showed a need for an extradinary amount of package cars and 24 foot vans for pick up and delivery. I showed what my operation was trying to do using peices per car and compared that to other operations. I was able to show how I would double trip vehicles and keep them in use all day long. I also showed how this would reduce missed packages and stops. I got what I needed to run the operation. ... but it was not easy! You do have to pull teeth some times but it can be done.
If you show success, then your boss and his boss etc. realize that when you say something you probably know what you are talking about.
Honestly, I have no use for managers who blame someone else for their problems. Unfortunately, this world is made up of a lot of people who are blamers and not doers or they have another agenda in mind... like climbing their way over you to get to the top of the pile.
I had only two main objectives as a manager. Take care of my boss and take care of my employees. You may be surprised but in most cases these two areas can be achieved with a little elbow grease.