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When did corp. lose touch?
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<blockquote data-quote="TK-MNMPL_MIGRN" data-source="post: 125558"><p>I know how Corp is...being that I am at the bottom of the *totem* pole and the fact that I joined UPS 3 years back has exposed me to a lot of stuff.</p><p></p><p>Fact 1: Most of the Portfolio mgrs and VPs in UPS are people who came from the district level. A large number of upper (2 MIPs level) managers are from the district and when they joined Corp IS, they brought in the "hub" mentality in with them. Corp has changed due to this, and it doesn't help when a majority of these managers lack people skills. It's a fine line as a manager to be savvy enough to know when to lead and when to be agressive on certain issues. Take some time and look up the CEO, CIO, COO biographies and you will notice a common thread.</p><p></p><p>Fact 2: UPS is a numbers company and that starts on the hub level. How much are you putting out? It's become evident in the 3 years I have been at UPS that it doesn't matter how you achieve these numbers as long as they are met. Well, the only time it becomes a "concern" (p.s. never use the word problem in Corp) is when we lose business/large customers. Same goes for the ERI, as long as the mgrs in those depts are effective and cutting costs, Corp is happy and will tolerate a few disgruntled employees...you are labelled disgruntled and not unhappy.</p><p></p><p>Finally, I know this paints a sad state of affairs but I'd rather deal with this than have to say..."Would you like some fries with that?"</p></blockquote><p></p>
[QUOTE="TK-MNMPL_MIGRN, post: 125558"] I know how Corp is...being that I am at the bottom of the *totem* pole and the fact that I joined UPS 3 years back has exposed me to a lot of stuff. Fact 1: Most of the Portfolio mgrs and VPs in UPS are people who came from the district level. A large number of upper (2 MIPs level) managers are from the district and when they joined Corp IS, they brought in the "hub" mentality in with them. Corp has changed due to this, and it doesn't help when a majority of these managers lack people skills. It's a fine line as a manager to be savvy enough to know when to lead and when to be agressive on certain issues. Take some time and look up the CEO, CIO, COO biographies and you will notice a common thread. Fact 2: UPS is a numbers company and that starts on the hub level. How much are you putting out? It's become evident in the 3 years I have been at UPS that it doesn't matter how you achieve these numbers as long as they are met. Well, the only time it becomes a "concern" (p.s. never use the word problem in Corp) is when we lose business/large customers. Same goes for the ERI, as long as the mgrs in those depts are effective and cutting costs, Corp is happy and will tolerate a few disgruntled employees...you are labelled disgruntled and not unhappy. Finally, I know this paints a sad state of affairs but I'd rather deal with this than have to say..."Would you like some fries with that?" [/QUOTE]
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