Can you answer the question after read the attached case study? thank you

& @ [ | wpconnectlogin- Search G %) httpsy//prod.reader-uiprod.mheducation.com/eg (5 Newtzo 3 Mahwah - Home B Windchil/anePLM -.. | WPUNJ WRConnect Portal x | Ml LTl Launch X | B Class Spring 202451 - MGT7041 x | [l Managing People x == e b/sn_25dda/data-uuid-a 5027a4cbbab13db408d700! Login - Quarantine.. () Strykerlogin {y Home-Workday @3 StrykerWatermark @ Index- ITOnzPortal [8] Virgin Pulse - Home [ Oracle Applications.. [@) Employee Topic - m.. { 14007326 L m MANAGING PEOPLE Culture Change: Changing Values (and Personnel) Travis Kalanick, the founder and former CEO of Uber, helped build a $750 billion company that operates in more than 400 cities. The company employs 11.000 corporate employees as well as millions of drivers scattered all over the world. Moreover, the basic idea behind its ride-sharing platform literally changed the transportation industry. inspiring countless imitators and competitors. Kalanick attributed much of this success to the company's four core values: (1) Let Builders Build, (2) Always be Hustlin', (3) Meritocracy and Toe Stepping, and (4) Principled Confrontation. Those values were believed to have served the company well. Until it became clear they didn't The downfall at Uber started with one woman who detailed a series of sexual harassment incidents she had endured at the Pagc 471 company. She even reported one of these incidents to HR but was rebuffed because the perpetrator was \"a high performer.\" This was the drop that turned into a trickle. and then a deluge as scores of other employers reported their own horror stories. This included a video post of Kalanick verbally abusing a driver, a written description of the "Greyball\" program aimed at avoiding riders who were government officials, excessive alcohol consumption at work, out-of-control off-site parties. romantic relationships between supervisors and women that reported to them, and even the cover-up of a rape incident in India. One industry analyst summed it all up noting that \"no other company came close to matching Uber when it comes to lawsuits, headaches, and embarrassing exposes chronicling the maltreatment of its employees, contract drivers and competitors, and deceiving local law enforcement, tax collection and other government agencies.\" The situation got so bad that in 2017, the company's board of directors hired former U.S. Attorney General, Eric Holder. to conduct an examination of all that was wrong at Uber. The Holder investigation took 14 weeks, analyzing over 200 complaints filed with HR (many of which were never acted upon), as well as interviews with current and former employees and drivers. The report prompted the firing of 20 senior officials and Kalanick himself stepped down (at least temporarily) as the CEO. The report listed 40 specific practices that had to be either eliminated or instituted at the company in order to promote a more ethical and inclusive climate. Most pointedly. the report recommended throwing away the four core value statements because in Holder's opinion, the \"values were being used to justify misbehavior.\" The recommendations were presented at a meeting where the vice president of HR, Liane Hornsey. introduced the new value statement \"Do the Right Thing Period.\" She stated that \"while change does not happen overnight, we're committed to rebuilding trust with our employees, riders and drivers.\" Regrettably, at this very same meeting, a member of the board of directors made a sexist statement that 0F Clear 8 g0 e 2 @ x | Q wpconnect login - Search x | WP WPUNJ WPConnect Portal x | LTI Launch X Class Spring 2024 $1 - MGT7041 x Managing People * + X C & https://prod.reader-ui.prod.mheducation.com/epub/sn_25dda/data-uuid-a3866845027a4cbbab13db408d7000c5 . .. New tab s Mahwah - Home s Windchill/onePLM -.. | Login - Quarantine.. O Stryker Login W Home - Workday ! StrykerWatermark ) Index - IT OnePortal P Virgin Pulse - Home Oracle Applications. @ Employee Topic - m. Aa company. She even reported one of these incidents to HR but was rebuffed because the perpetrator was "a high performer." This was the drop that turned into a trickle, and then a deluge as scores of other employers reported their own horror stories. This included a video post of Kalanick verbally abusing a driver, a written description of the "Greyball" program aimed at avoiding riders who were government officials, excessive alcohol consumption at work, out-of-control off-site parties, romantic relationships between supervisors and women that reported to them, and even the cover-up of a rape incident in India. One industry analyst summed it all up noting that "no other + company came close to matching Uber when it comes to lawsuits, headaches, and embarrassing exposes chronicling the maltreatment of its employees, contract drivers and competitors, and deceiving local law enforcement, tax collection and other government agencies." The situation got so bad that in 2017, the company's board of directors hired former U.S. Attorney General, Eric Holder, to conduct an examination of all that was wrong at Uber. The Holder investigation took 14 weeks, analyzing over 200 complaints filed with HR (many of which were never acted upon), as well as interviews with current and former employees and drivers. The report prompted the firing of 20 senior officials and Kalanick himself stepped down (at least temporarily) as the CEO. The report listed 40 specific practices that had to be either eliminated or instituted at the company in order to promote a more ethical and inclusive climate. Most pointedly, the report recommended throwing away the four core value statements because in Holder's opinion, the "values were being used to justify misbehavior." The recommendations were presented at a meeting where the vice president of HR, Liane Hornsey, introduced the new value statement -"Do the Right Thing Period." She stated that "while change does not happen overnight, we're committed to rebuilding trust with our employees, riders and drivers." Regrettably, at this very same meeting, a member of the board of directors made a sexist statement that forced his resignation as well, several hours later. Hornsey herself was ousted in September 2018 for making "racially charged comments" and covering up racial discrimination charges at the company. Clearly, culture change at the ride-sharing company is still a journey in progress. DISCUSSION QUESTIONS 1. How much impact do you believe value statements have on day-to-day employee behavior? 2. Do you believe that it is possible to have major cultural change without separating current employees from the organization, and if not, what percentage is required to install lasting substantive change? SOURCES: M. Isaac, "Uber Embraces Major Reforms as Travis Kalanick, the CEO, Steps Away," The New York Times Online, June 13, 2017: R. Stross, "Why Companies like Uber Get Away with Bad Behavior," The New York Times Online, June 13, 2017: M. Isaac and S. Chira, "David Bonderman Resigns from Uber After Sexist Remark," The New York Times Online, June 13, 2017; G. Bensinger, "How Uber's Cultural Overhaul Was Tested by Complaints Against Top Deal Maker," The Wall Street Journal Online, September 26, 2018. Type here to search 30'F Clear 4 6 6 6:37 AM 2/26/2024