Match each to one below. The 340 Methods\" specify everything from how a driver

Question

Match each to one below.

The 340 Methods" specify everything from how a driver carries his or her vehicle key (serrated edge downward and facing out, hanging from the pinkie finger), to how fast he or she walks, to how he or she starts the package car—"Engage the starter with one hand, while fastening the seat belt with the other."

Taking a loss to satisfy a customer is allowed as long as within the values of the company. Decisions are pushed to those closest to customers. Management will support those decisions as long as they are within the company's values and principles. The goal is generally to reduce risks before necessary in other cases.

Conflict is dealt with in the open. Efforts are made to resolve conflicts.

drivers are awarded incentive points to be used for gifts when they make sales or upgrade a customer's service contract. Promotions come largely from within the organization.

Supervisors also talk frequently with employees and develop individual expectations through a program called Quality Performance Review (QPR). Expectations are set in January and reviewed at the end of the year. As part of the QPR process, employees are evaluated by their immediate managers, peers, and team members. Employees are given direction and new developments. For example, "Our Company," UPS's annual state-of-the-business video, is used to reinforce the importance of developing an international mindset. In it, UPS Chairman Jim Kelly presents UPS's vision to all employees. Last year, "Our Company" was translated into six languages so that all employees could clearly understand UPS's business direction. Local and regional managers know what the higher-ups will say when they make decisions to solve customer issues because company values are made clear.

"We delegate broad authority to our managers. We expect them to make their own decisions, as long as the decisions fall within the framework of our corporate mission, policies, and procedures. We expect our management people to accept responsibility for decisions." "If I were a plant manager, I would think of my position as being that of an individual businessman operating my own business." Drivers are given lots of rules but feels it frees them to engage with the customer. Rules were changed in order to allow more customer interaction by the drivers.

Control

Those who work at UPS are more than employees; they're business partners. Managers typically will handle assignments in about a half dozen different functional areas of the business during their careers. This employer/ employee relationship remains relevant in today's economy, because the nature of UPS's business involves an extraordinary degree of teamwork. In effect, UPS is the world's conveyor belt for commerce, one that requires 350,000 employees to work in harmony and with precision. And part of that involves fostering an early appreciation for the principles of business success laid down by UPS's founder, Jim Casey. Even the brown uniform reflects the company's values.

Every business day, UPS moves 13 million packages around the globe. It is the world's conveyor belt for commerce, one that requires 350,000 employees to work in harmony and with precision.

UPS spends more than $300 million annually on training and education. CIP helps UPS managers become better communicators and teaches them the importance of community service. Many participants have said the program alters their management style and changes the way they deal with employee issues and concerns. UPS offered flexilibility in scheduling when they learned that employees were leaving for hours on pay day to pay bills.

Employee communication is the bridge to sharing business vision and new developments. At the core of UPS employee communications are simple conversations—face-to-face meetings between supervisors and team members. In the Prework Communications Meeting (PCM), employees are briefed on local to global business developments, priorities, issues, and challenges. Interaction is welcome. PCMs started as brief huddles with drivers before they went out on their routes, but the practice has been extended throughout the company.

Heirarchy

Conflict Tolerance

Risk Tolerance

Control

Communication

Direction

Reward System

Integration

Learning

Personal Initiative

Management Support

Identity

Match each to one below.

The 340 Methods" specify everything from how a driver carries his or her vehicle key (serrated edge downward and facing out, hanging from the pinkie finger), to how fast he or she walks, to how he or she starts the package car—"Engage the starter with one hand, while fastening the seat belt with the other."

Taking a loss to satisfy a customer is allowed as long as within the values of the company. Decisions are pushed to those closest to customers. Management will support those decisions as long as they are within the company's values and principles. The goal is generally to reduce risks before necessary in other cases.

Conflict is dealt with in the open. Efforts are made to resolve conflicts.

drivers are awarded incentive points to be used for gifts when they make sales or upgrade a customer's service contract. Promotions come largely from within the organization.

Supervisors also talk frequently with employees and develop individual expectations through a program called Quality Performance Review (QPR). Expectations are set in January and reviewed at the end of the year. As part of the QPR process, employees are evaluated by their immediate managers, peers, and team members. Employees are given direction and new developments. For example, "Our Company," UPS's annual state-of-the-business video, is used to reinforce the importance of developing an international mindset. In it, UPS Chairman Jim Kelly presents UPS's vision to all employees. Last year, "Our Company" was translated into six languages so that all employees could clearly understand UPS's business direction. Local and regional managers know what the higher-ups will say when they make decisions to solve customer issues because company values are made clear.

"We delegate broad authority to our managers. We expect them to make their own decisions, as long as the decisions fall within the framework of our corporate mission, policies, and procedures. We expect our management people to accept responsibility for decisions." "If I were a plant manager, I would think of my position as being that of an individual businessman operating my own business." Drivers are given lots of rules but feels it frees them to engage with the customer. Rules were changed in order to allow more customer interaction by the drivers.

Control

Those who work at UPS are more than employees; they're business partners. Managers typically will handle assignments in about a half dozen different functional areas of the business during their careers. This employer/ employee relationship remains relevant in today's economy, because the nature of UPS's business involves an extraordinary degree of teamwork. In effect, UPS is the world's conveyor belt for commerce, one that requires 350,000 employees to work in harmony and with precision. And part of that involves fostering an early appreciation for the principles of business success laid down by UPS's founder, Jim Casey. Even the brown uniform reflects the company's values.

Every business day, UPS moves 13 million packages around the globe. It is the world's conveyor belt for commerce, one that requires 350,000 employees to work in harmony and with precision.

UPS spends more than $300 million annually on training and education. CIP helps UPS managers become better communicators and teaches them the importance of community service. Many participants have said the program alters their management style and changes the way they deal with employee issues and concerns. UPS offered flexilibility in scheduling when they learned that employees were leaving for hours on pay day to pay bills.

Employee communication is the bridge to sharing business vision and new developments. At the core of UPS employee communications are simple conversations—face-to-face meetings between supervisors and team members. In the Prework Communications Meeting (PCM), employees are briefed on local to global business developments, priorities, issues, and challenges. Interaction is welcome. PCMs started as brief huddles with drivers before they went out on their routes, but the practice has been extended throughout the company.

Explanation / Answer

Supervisors also talk frequently with employees and develop individual expectations through a program called Quality Performance Review (QPR). Expectations are set in January and reviewed at the end of the year. As part of the QPR process, employees are evaluated by their immediate managers, peers, and team members. Employees are given direction and new developments. For example, "Our Company," UPS's annual state-of-the-business video, is used to reinforce the importance of developing an international mindset. In it, UPS Chairman Jim Kelly presents UPS's vision to all employees. Last year, "Our Company" was translated into six languages so that all employees could clearly understand UPS's business direction. Local and regional managers know what the higher-ups will say when they make decisions to solve customer issues because company values are made clear.- Hierarchy

UPS spends more than $300 million annually on training and education. CIP helps UPS managers become better communicators and teaches them the importance of community service. Many participants have said the program alters their management style and changes the way they deal with employee issues and concerns. UPS offered flexilibility in scheduling when they learned that employees were leaving for hours on pay day to pay bills. - Learning

Employee communication is the bridge to sharing business vision and new developments. At the core of UPS employee communications are simple conversations—face-to-face meetings between supervisors and team members. In the Prework Communications Meeting (PCM), employees are briefed on local to global business developments, priorities, issues, and challenges. Interaction is welcome. PCMs started as brief huddles with drivers before they went out on their routes, but the practice has been extended throughout the company. - Communication

• Taking a loss to satisfy a customer is allowed as long as within the values of the company. Decisions are pushed to those closest to customers. Management will support those decisions as long as they are within the company's values and principles. The goal is generally to reduce risks before necessary in other cases. - Management Support

• Conflict is dealt with in the open. Efforts are made to resolve conflicts. - Conflict Tolerance

• drivers are awarded incentive points to be used for gifts when they make sales or upgrade a customer's service contract. Promotions come largely from within the organization. - Reward System

• Supervisors also talk frequently with employees and develop individual expectations through a program called Quality Performance Review (QPR). Expectations are set in January and reviewed at the end of the year. As part of the QPR process, employees are evaluated by their immediate managers, peers, and team members. Employees are given direction and new developments. For example, "Our Company," UPS's annual state-of-the-business video, is used to reinforce the importance of developing an international mindset. In it, UPS Chairman Jim Kelly presents UPS's vision to all employees. Last year, "Our Company" was translated into six languages so that all employees could clearly understand UPS's business direction. Local and regional managers know what the higher-ups will say when they make decisions to solve customer issues because company values are made clear.- Hierarchy

  • We delegate broad authority to our managers. We expect them to make their own decisions, as long as the decisions fall within the framework of our corporate mission, policies, and procedures. We expect our management people to accept responsibility for decisions." "If I were a plant manager, I would think of my position as being that of an individual businessman operating my own business." Drivers are given lots of rules but feels it frees them to engage with the customer. Rules were changed in order to allow more customer interaction by the drivers. - Control

• Those who work at UPS are more than employees; they're business partners. Managers typically will handle assignments in about a half dozen different functional areas of the business during their careers. This employer/ employee relationship remains relevant in today's economy, because the nature of UPS's business involves an extraordinary degree of teamwork. In effect, UPS is the world's conveyor belt for commerce, one that requires 350,000 employees to work in harmony and with precision. And part of that involves fostering an early appreciation for the principles of business success laid down by UPS's founder, Jim Casey. Even the brown uniform reflects the company's values. - Integration

• Every business day, UPS moves 13 million packages around the globe. It is the world's conveyor belt for commerce, one that requires 350,000 employees to work in harmony and with precision. - Identity

• UPS spends more than $300 million annually on training and education. CIP helps UPS managers become better communicators and teaches them the importance of community service. Many participants have said the program alters their management style and changes the way they deal with employee issues and concerns. UPS offered flexilibility in scheduling when they learned that employees were leaving for hours on pay day to pay bills. - Learning

  Employee communication is the bridge to sharing business vision and new developments. At the core of UPS employee communications are simple conversations—face-to-face meetings between supervisors and team members. In the Prework Communications Meeting (PCM), employees are briefed on local to global business developments, priorities, issues, and challenges. Interaction is welcome. PCMs started as brief huddles with drivers before they went out on their routes, but the practice has been extended throughout the company. - Communication

Related Questions

Navigate

• Browse (All)
• Browse M
• Subjects

---

---

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.