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FedEx v2

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Kristy Vasquez

on 26 April 2014

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Transcript of FedEx v2

Four Frames
Group A
Final Collaborative Presentation

Four Frames
$45-billion global transportation, business services and logistics company


Memphis, Tennessee

FedEx Corporation



FedEx serves over 220 countries and territories worldwide

Average daily volume of 10 million shipments
More than 300,00 team members worldwide

People's skills, attitudes, energy, and commitment are vital resources that can
make or break a company (Bolman & Deal, 2008, p.122).
Human Resource
Core Functions:
"Safety will be the first consideration in all operations."
FedEx Express believes developing leadership skills is as essential for their future success
For them, it's all about developing courage, values, and behavioral skills for inspiring others to deliver quality service and products, and for leading from "wherever you are in your career"
That's what keeps FedEx Express delivering "The World on Time"
Leadership Opportunities
People - Service - Profit
FedEx & The Four Frames

Human Resource

Organizations as Cultures
- People and organizations need each other
- When the fit between individual and systems is poor, one or both suffer
- A good fit benefits both the individual and the organization
Organizations are coalitions
Coalition members have enduring differences
Important decisions involve allocation scarce resources
Scarce resources make conflict central and power the most important asset

FedEx and Political Involvement
Successful Politicking

300,000 Team Members

People are the foundation of success
FedEx's Culture
Employees are continually recognized
There is an open flow of ideas, opinions, and information
Initiative and risk are highly regarded
Focus on discovering and solving problems
Placing blame is unimportant
Every employee feels energized and part of the team
Employees are valued for their contributions
Interview Notes
Before FedEx, there was...

But then there was...
FedEx Structure
and... among others.
Four Frames
- Organizations exist to serve human needs rather than the converse
... In that order
FedEx Corporation founder and Chief Executive Officer, Fred Smith sees putting people first as the cornerstone of his company's success.
He states:
"We discovered a long time ago that customer satisfaction really begins with employee satisfaction. That belief is incorporated in our corporate philosophy statement:
'People - Service - Profit . . . in that order'" (as cited in Bolman & Deal, 2008, p. 362).
FedEx's "Purple Promise:" to make every FedEx experience outstanding
LEAD: Leadership-Explored-Achieved-Delivered
SFA: Destination Success For All
Destination SFA/SFA Customized Workshops are back-to-back instructor-led courses for managers who receive a low score on "Leadership" in FedEx Express' Survey-Feedback-Action, an annual climate or employee satisfaction survey
Overall, some 80% of the participants improved on their next Survey-Feedback-Action (SFA) the year after they attended Destination SFA/SFA Workshop
First "Who"... Then "What"
A level 5 leader first gets the right people on the bus (and the wrong people off the bus), and then figures out where to drive the bus; i.e. a level 5 leader first asks "who" then "what" (Collins, 2001, pp. 40-41).
Hire the right people
Train them
Create awareness and retention (through recognition)
Provide accountability
Overall Safety Program Parameters
Web of Inclusion
"True webs are different than teams because teams are configured specifically to address specific problems; they do not have the power to transform the organization as a whole. This is why webs may be defined as teams that go the distance" (Helgesen, 2005, pp. 276-277). FedEx delivers opportunities. Their solutions link 99 percent of the world's GDP.
Took a leading role in lobbying for aircraft deregulation spurring their rapid growth
Major campaign contributor to both Democrats and Republicans
Unique lobbying tactics - private planes available for lawmakers on a moments notice
Obtained access to debates over international trade, tax-cuts, and rules that govern the US Postal Service
Subject to extensive regulations at the federal and state level
Promote legislative and regulatory actions that further their business objectives
In 1977, FedEx successfully lobbied for air cargo deregulation
allowing them to use larger aircraft spurring rapid growth
Aircraft Noise and Capacity Act of 1990
Trucking deregulation
(Motor Carrier Act of 1980 and FAA Act of 1994
Asked Congress to eliminate the USPS monopoly,
and sued the USPS for violating the Lantham Act
Avoided unionization by avoiding NRLA regulation
and the FAA act of 1997
It can be argued that a major cause of its continued growth, profitability, and success has been its power as a major political player in the United States government.
Culture is "a pattern of shared basic assumptions that a group learned as it solved its problems of external adaptations and integration, that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems" (Schein, 1992, p. 12 as quoted in Bolman & Deal, 2008, p. 269)
According to
A Guide of Front Line Supervisors, Business Owners, and Emerging Leaders
(2006) FedEx is among one off the companies that is known for treating their employees well.
Organizations exist to achieve established goals and objectives
Organizations increase efficiency and enhance performance through specialization and appropriate division of labor
Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh
Organizations work best when rationality prevails over personal agendas and extraneous pressures
Troubles arise and performance suffers from structural deficits, remedied through problem solving and restructuring

Based on formal leadership hierarchy
Rules and policies govern employees
This structure does not impede productivity of staff
Morale is strong because FedEx's values - people, service, innovation, integrity, responsibility, loyalty, and safety
FedEx work units are divided into several options:

1. Function groups are based on knowledge or skills
2. Units created on the basis of time (day, swing, and graveyard shifts)
3. Groups organized by products
4. Groups established around customers or clients
5. Groups around places of geography
6. Groups by process as with the fulfillment of orders
Meet Lisa G. Kelly
The Structural Frame shows the resiliency of FedEx with their achievements through their commitment towards employees, and dedication for achieving superior customer service.
Marketing Specialist Adviser
FedEx Services, Marketing - GoToMarket - Trade
Certified Global Business Professional
Vice Chair - National District Export Council
Chair - Washington State District Export Council
Vice Chair - Export University, Inc.
Global Parcel Marketing FedEx Trade Promotion
29 year-employee
Has served in many roles
Enjoys mentoring others and helping them grow
Understands importance of forming strategic alliances
Connects customers to resources to build their businesses
Created Know and Grow export education program
FedEx always develops and promotes from within first
FedEx highly values best practices
They have no layoff policy
Many opportunities to advance
"Our whole company is built on People-Service-Profit. Focus on people,
and they'll provide good service that will result in profit."
Lost a lot of good women leaders to retirement
Strong rebirth of supporting and mentoring potential women leaders
Diversity is everywhere
Invest in technology to operate more efficiently
Take care of the world
Reduce carbon footprint
Doing so reduces costs of delivery
Strong lobbyists
FedEx is entirely non-union (exception are the pilots)
Promote American jobs
Desire to get American made products to the world
FedEx utilizes all four frames:
Human Resource -
Reward & recognize employees
Political -
Strong lobbying tactics
Cultural -
People are the foundation of success
Structural -
Top-down hierarchical structure

People - Service - Profit
Thank you
Presentation created by:
Kristy Vasquez
Interview conducted by:
Melanie Hoefer
Four Frames Content Contributors:
Mark Ramos, Nancy Foster, Julie Pastor & Meggie Gemmell

AMA Management Association (1991).
Blueprints for Service Quality: The Federal Express Story
. New York: AMA Membership
Publications Association.
Bolman, L. G., Deal, T. E. (2008).
Reframing organizations: artistry, choice and leadership.
Wiley. Kindle Edition.
Collins, J. (2001).
Good to great
. New York, NY: HarperCollins.
Connolly, R., Pico, M., Henderson, K., Bodine,T., Blankenship, S. (2012).
Strategies for success.
Training, 49(4), 48-52. Retrieved
from http://search.ebscohost.com/login.aspx?direct=true&db=voh&AN=78023362&site=ehost-live
Corporate Structure. (2008, Jan 29). Retrieved April 15, 2014. Retrieved from
http://www.fedex.com/am/about corporatestructure.html.
Fonteveccia, A. (2012, Oct 10).
FedEx and the real reason there's no jobs: Cut back on worker hours and raise profits.
Apr 7, 2014. Retrieved from Forbes.com.
FedEx Corporate Brochure. (2013, Nov). Retrieved, April 20, 2014. Retrieved from
Fisch, J. (2005).
How Do Corporations Play Politics? The FedEx Story.
Vanderbilt Law Review, 1495-1570.
Gostick, A. (2004).
Delivering timely safety recognition.
Occupational Health & Safety, 73(9), 94-98. Retrieved from
Helgesen, S. (2005).
Web of inclusion: Architecture for building great organizations
. Washington DC: Beard Books.
History of FedEx Operating Companies. (2013, Aug 21). Retrieved Apr 7, 2014. Retrieved from
Howe, D. K. (2007).
Nice guys.
American Fitness, 25(6), 42-42. Retrieved from
Mission, Vision and Values. (2013). Retrieved April 15, 2014, from FedEx Company Info. Retrieved from
Overview and Facts. (2014). Retrieved April 15, 2014. Retrieved from http://about.van.fedex.com/fedex-overview.
Policy on Political Contributions. (2013). Retrieved Apr 7, 2014. Retrieved from
Full transcript