Herr Müller announcement on 24. Let's speculate...
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FJ also gets a 5star from me. always replied... PP however... totally useless. Her mailaddress is like a blackhole in the fleet mailserver. All email gets delivered, but always dissapears and u hardly get any reply....
Where are the days Mrs H.W. (oposite of black) was our prime contact. She was soo good. Ofcourse all competent people were been bullied away....
Lets see what happens the coming weeks. very very interesting times ahead and maybe not all hope is lost....
Where are the days Mrs H.W. (oposite of black) was our prime contact. She was soo good. Ofcourse all competent people were been bullied away....
Lets see what happens the coming weeks. very very interesting times ahead and maybe not all hope is lost....
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For those of you who received satisfaction from your dealings with the Boeing Fleet Manager Manager Fleet whatever, good for you. As you can see, you may just be in a significant minority. But all such things are anecdotal after all, I don't claim a scientific study was undertaken. Still, I stand by my comments regarding general incompetence if one of the most fundamental tenets of management - communication - is so grossly mishandled. I can assure you that nothing I ever sent to PP was worded in any way such that the lack of response could be traced to rudeness, unreasonableness, or language on my part. It would seem her approach to such things is random neglect. Outstanding quality in a senior manager.
Sorry, but this idea that "what might seem important to us isn't to them" isn't a defence, if anything it only exemplifies the arrogance that seems to pervade management. I don't think anyone is expecting to have their every whim catered to or to receive only the response they want to hear. But a response IS expected.
Lest it seem that this is simply a rant against all, I am quite happy to say that I too had excellent, prompt communication from both FJ and HW (is the latter even there still?). Proving that good management is possible and pointing up the contrast to sadly, most in EGHQ.
Sorry, but this idea that "what might seem important to us isn't to them" isn't a defence, if anything it only exemplifies the arrogance that seems to pervade management. I don't think anyone is expecting to have their every whim catered to or to receive only the response they want to hear. But a response IS expected.
Lest it seem that this is simply a rant against all, I am quite happy to say that I too had excellent, prompt communication from both FJ and HW (is the latter even there still?). Proving that good management is possible and pointing up the contrast to sadly, most in EGHQ.
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Yes, should have pointed out that FJ always provided some sort of response even if her hands were tied.
Integrity is the word I would use to describe the difference in management styles between the two.
Integrity is the word I would use to describe the difference in management styles between the two.
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Spot on Mr GC!
However, I do have to say that as a working group, pilots, are not an easy group manage or satisfy.
By our very nature we are near as damn it self employed, when at work. In general our instructions are executed promptly and, of course, we get to prioritise events and actions.
My own experiences dealing with PP and FJ have been mixed, but on the whole BOTH have come up trumps as and when the problem was really important.
FJ has always been very proactive and I have great respect for how she has taken over the Boeing FM job.
It has to be said that both of these ladies HAVE to filter and prioritise the various issues that come across their desks, with that in mind and there are only so many hours in a day, someone is always going to be disappointed. As I have been on occasion too.
My point is, I suppose, if it is really THAT important, go and see them. Face to face has always been the best form of comms.
However, I do have to say that as a working group, pilots, are not an easy group manage or satisfy.
By our very nature we are near as damn it self employed, when at work. In general our instructions are executed promptly and, of course, we get to prioritise events and actions.
My own experiences dealing with PP and FJ have been mixed, but on the whole BOTH have come up trumps as and when the problem was really important.
FJ has always been very proactive and I have great respect for how she has taken over the Boeing FM job.
It has to be said that both of these ladies HAVE to filter and prioritise the various issues that come across their desks, with that in mind and there are only so many hours in a day, someone is always going to be disappointed. As I have been on occasion too.
My point is, I suppose, if it is really THAT important, go and see them. Face to face has always been the best form of comms.
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Cowboys run by Indians.... and Brits..... etc etc
All this talk of who is the better MF Or FM proves the point entirely.
There are way too many managers at HQ. Like BA in the 90s.
Even HRH has had enough of the Costa dwellers bleeding him and his country dry for little return.
Let's hope Herr Muller can sort the good from the bad.
On s personal note, I'm hoping he can change attitudes from a punitive system to one that rewards its workers. Time will tell.
There are way too many managers at HQ. Like BA in the 90s.
Even HRH has had enough of the Costa dwellers bleeding him and his country dry for little return.
Let's hope Herr Muller can sort the good from the bad.
On s personal note, I'm hoping he can change attitudes from a punitive system to one that rewards its workers. Time will tell.
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On s personal note, I'm hoping he can change attitudes from a punitive system to one that rewards its workers. Time will tell.
There will be no change, as much as all wish it to occur, and staying is merely a form of battered housewife syndrome. They've had their chances and will not change. Stop trying to believe otherwise.
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From a reliable source who was at the meeting, CM put up a dozen or so subjects and issues for discussion. One of his major issues was the silo's that exist in the company and that a significant culture change was required.
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So it is silos (or, if you prefer, ivory towers) and the company culture that is the problem? I'm pretty sure any of us could have told them that!
The big question is, how to change the company culture when it not only ingrained in the company but also comes from the countries that (some of/most of) the workers come from?
The big question is, how to change the company culture when it not only ingrained in the company but also comes from the countries that (some of/most of) the workers come from?
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.... and that a significant culture change was required
The prevalent culture at EK is the local culture, with a small lethal add-on of old-fashioned British colonialist arrogance and dumb Indian administration silliness.
Who would be able to change this, as these groups have no interest at all to cooperate?
A Kraut?
Keep on dreaming and prepare for Gulf Air II.
At least in two or three years the numbing holdings at DXB will be history.
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So it is silos (or, if you prefer, ivory towers) and the company culture that is the problem? I'm pretty sure any of us could have told them that!
The big question is, how to change the company culture when it not only ingrained in the company but also comes from the countries that (some of/most of) the workers come from?
The big question is, how to change the company culture when it not only ingrained in the company but also comes from the countries that (some of/most of) the workers come from?
EK doesn't have a culture, that is its biggest problem. Everything was left for random occurrences (influenced by mix of cultures from all over the world) to form a substitute for culture (of fear), while the company was growing fast and employing more and more wasta incapable and uneducated "managers".
A multinational (multicultural) company has to have a strict organizational culture - a set of rules, work ethics and talent/motivation strategies so that nobody's personal or local culture or religion can't influence it much. And that organizational culture has to have strong mechanisms of support (non-corrupted, capable HR with integrity and power to decide plus educated, modern locals as their supervisors). This way that British arrogance and greediness and Indian administration silliness plus local lack of knowledge and know-how brought the company down.
EK lost a human resources management battle.
Edit:
I forgot to mention Labour Law. Nobody and nothing should be above the law. Not even Sheikh. If he wants to keep his multicultural business. Otherwise, he should employ only locals. And there is nobody who would tell him this in his face. The fact that EK is not the subject of the Labour law causes the fact that EK doesn't have an organizational culture. It's a vicious circle and the solution requires changes in the very UAE political system. That is why it is almost impossible to change things in EK.
Last edited by Nikita81; 30th Nov 2016 at 12:01.
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Brits cannot run a colonial slave ship in their own country, unfortunately western laws won't permit.
Indians have their lifelong fantasies which cannot be fulfilled in India. Brits are fulfilling their fantasies almost to the count of 20K.
Locals can always blame Brits and Indians if this experiment fails, their hands are clean while enjoying both above mentioned benefits.
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Nikita, you are totally wrong, every organisation has a culture, culture by definition is simply "the way we do things round here" and that is pretty apparent to anyone who is paying attention.
Yes of course it is not a good or generative culture, but it is a culture none the less.
As someone very wise once said, culture is to organisations, what personality is to human beings.
Yes of course it is not a good or generative culture, but it is a culture none the less.
As someone very wise once said, culture is to organisations, what personality is to human beings.
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Maybe you are right, ruserious. Nevertheless, I don't see consistency nor rules nor ethics in that "culture". "The way we do things around here" changes from one case to another, there is no same rule, even the bad one, for all. Different rules apply depending whether you are a local, British, manager, pilot, cabin crew or a check in agent. Fear is the only common nominator. So, it's not a culture to me. The word "culture" has a positive conotation in Serbian language.
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Yes but we are not in Serbia Toto. There is nothing positive or negative in the components that make up a culture, just peoples behaviours, values and beliefs. What to some is positive, is negative to others. So a lack of consistency, rules, ethics and fear as a common denominator are exactly the components that make up a culture