This is a favorite refrain of curmudgeons, but without proof I wouldn't be inclined to believe such assertions. Let me turn it around a bit... I bet I could go into your place of work, and find a bunch of things that they can do to save money, each of which will make your life, as an employee, that much more miserable, and/or insist on the implementation of less invasive cost-reductions that, in practice, would be practically impossible to consistently apply.The Post Office could do so much more cost cutting in a way that wouldn't cut into service for our customers but they are a huge monolith of a beast that has 1000 heads.
I know; early in my career as a management consultant I would do that sort of thing, and my managers would have to step-in and smooth things over with the companies I audited. With years of experience, I gained a more comprehensive understanding of operations management that included not only the technical mechanics of it, but also the reality of operations as a system that includes human elements. And those human elements change the equations quite a bit.
Another common refrain of curmudgeons. What they tend not to get into is that when you pay your leadership dirt, they tend to leave for more lucrative jobs, and you end up getting less and less talented managers and less and less connected executives. The curmudgeon's best weapon is the "this is bad" approach, because generally folks don't call them out on it and demand proof that there is some other approach that clearly would have better results, considering all factors.It's really amazing to see how it is run from the inside. Take Jack Potter the Post Master General. Does anyone in the media ever talk about the fact that 2 years ago just before all the talk of money woes for the Post Office the man was given a 30% raise.
Now, I'm not saying that this Jack Potter situation was the way things should be. This could be one anecdote that has merit within itself. The point is that it doesn't have merit as an indicator of anything other than the anecdote. So, even assuming that what you've described has merit, it represents nothing more than $72,240, or $0.00000036 per stamp.
Kind of puts that anecdote in perspective, eh?
That's a shame, but what's interesting is how much more a change in letter-carrier salary has on the cost of stamps than the Postmaster General's salary has. So your first example was an anecdote that was numerically insignificant, while your second example was a broad cost-reduction that had a significant impact on lowering costs, and thereby keeping rates from going up as much.This was the same year the PO decimated the Rural carrier salaries with a rigged count that lost money for a very large percentage of carriers.
It is all a matter of perspective. The reality is that everything is a balancing act. In my career, I've found that, generally, people who think they could run big organizations more efficiently and effectively than the way they're being run currently either can, and are unwilling to work for so little money, or cannot, and just are expressing frustration. I can probably count on one hand the number of times that someone has had overwhelmingly better ideas for running anything, without them failing to factor in all considerations that are important. Indeed, generally, they're looking at isolated anecdotal indicators, and not appreciating the full complexity of the system they're expressing their outrage against.