加拿大萨格奈论文代写：美国邮政
应该做的第三个改进是改变其内部架构，以适应所需的执行任务的过程权限的质量和类型。给予员工的任务的执行必须有自由决定作出调整，这可能会导致更多的自主参与感和提高生产率（科廷，1997）。公司可能会注入一些私营部门的原则，即班恩和史米斯（2010）声称已趋势在1980提高效率和有效性，但它并没有被看到在USPS。该组织应定期提高价格，以避免错过了竞争，失去了在服务交付的边缘。重点应该是更多的准备策略，评估环境，管理和控制金融，而不是削减成本，感觉有义务为公共服务部门并没有提高价格，而不是灌输一些战略管理问题，在运营管理。必须有一个分离的管理角色和任务执行的员工能够控制和可以提供更多的生产力和更好的结果（纳特和退避，1992）。
邮政是一个公共部门组织正经历着动荡的时代，由于其内部以有利可图的方式组织管理能力。需求的零星上涨，约导致大量裁员的需求预见的非可用性、管理和控制员工之间没有分离，僵化和过时的原则，在内疚和感觉有义务为国家服务是公共部门的组织工作，和财政管理不善的问题，导致政府限制美国邮政在其产品和服务失败。几次尝试，以恢复公司与新车型的实施，但该模型缺乏一个原则计划的战略重要性，这应该是进一步的操作计划的基础。美国邮政必须将私有化来解锁它的价值，并且有足够的资本，其利润和生产力获得竞争优势和反弹。它还必须着眼于恢复管理角色，并给予更多的偏好自由决策的员工，以整合集体创造力。
加拿大萨格奈论文代写：美国邮政
The third improvement it should have made is to change its internal architecture to suit the quality and type of process permissions required to execute tasks. The execution of tasks given to employees must come with some liberty of making adjustments and decisions which may result in more self-involvement feeling and improved productivity (Koteen, 1997). The firm could have infused some private sector principles, which McBain and Smith (2010) claims had been the trend during the 1980 to improve efficiency and effectiveness, but it was not to be seen in USPS. The organization should have raised prices at regular intervals to avoid missing out on competition and losing the edge of being in a service delivery. The focus should have been more on preparing strategies, assessing the environment, managing and controlling finance, and less on cost cutting, feeling obligated as a public service sector and not raise prices, and not infusing some strategic management issues in management of the operations. There must be a separation of management roles and control of execution of tasks by employees which can and may give more productive workforce and better results (Nutt and Backoff, 1992).
USPS is a public sector organization and is experiencing turbulent times due to its internal inability of managing the organization in a profitable manner. The sporadic rise of demand, non-availability of foresight about demand resulting in massive lay-offs, no separation between management and control of employee, rigid and outdated principles, operating in guilt and feeling obligated to serve the nation for being a public sector organization, and mismanagement of finances and government constraints were issues that led USPS to fail in its offering and services. Several attempts were made to revive the company with new models implementation, but the model lacked a principle plan of strategic importance which should have been the basis of the further operational plans to follow. USPS must incorporate privatisation to unlock its value, and have sufficient capital to gain competitive advantage and rebound in its profits and productivity. It must also focus on reviving the management roles and give more preference to free decision making employees to integrate collective creativity.
