I need help with question 1

6:13 7 Search LTE A chegg.com - Private VITTU TU TUTTEr action would be taken "Another former employee wrote that the practically all male staff were "routinely and openly hostile to female employees, from instances of verbal abuse and belittlement... extensive sexual harassment including ... Creating sexually explicit narratives about female peers and superiors. Besides harassment, there were accounts of discrimination and pay inequities, which led to a class action lawsuit on behalf of 420 Uber engineers (285 women and 135 ethnic minorities) in California's Superior Court. The lawsuit alleged gender and race-based discrimination resulting in the loss of earnings, promotions, and benefits. In March of 2018, Uber proposed a $10 million settlement in which 56 current and former employees, who detailed being discriminated and harassed, were to receive $33,900 each ($1.9 million total), with 480 individuals in all receiving a share of another $5.1 million based on length of employment, title, and location essentially translating into $10,700 per individual. The company also agreed to improve its compensation and employee review systems, and report diversity data on a regular basis to Uber employees and the court. Uber's rideshare services are delivered by independent contractors, not employees. Unlike employees, these individuals do not receive benefits and protections under employment law (e-g, minimum wage, overtime, health insurance, workers' compensation, unemployment benefits, lower taxes, etc.). However, citing poor wages and employment insecurity, Uber drivers argued that the company behaves like an employer so they should be classified as employees. For example, Uber sets their compensation rates, they must abide by its code of performance to continue providing ride share services, and Uber also provides drivers with a list of acceptable topics to discuss with customers. Additionally, drivers claimed that in certain locales, Uber ran false advertisements about how much they could potentially earn by driving for Uber. For example, in San Francisco, the mid-range annual income advertised was $74, 000 but an investigation indicated that only 10% reached this level of income and that the mid-range annual income was $61,000." The media reported some accounts of customers being assaulted by Uber drivers, which led to the question of whether the company could do more to riders' safety. To this end, the Taxi, Limousine & Paratransit Association shared the following data that about Uber and Lyft drivers' transgressions (updated until August 22, 2018): -Alleged assaults by Uber and Lyft drivers - 102 *Alleged sexual assault and harassment incidents by Uber and Lyft drivers - 395 Alleged kidnappings by Uber drivers. 22 Deaths attributed to Uber and Lyft drivers - 52 Felons behind the wheel - 26 Imposters - 102 Other serious incidents - 129 I CNN, based on a review of police reports, federal court records; and county court databases in 20 major U.S. cities, reported in April 2018 that at a minimum, 103 U.S.-based Uber drivers had allegedly sexually assaulted or abused their passengers since 2014. While Uber advertised using an "industry-leading background check process" to vet drivers, some like George Gascon, the district attorney (DA) for San Francisco county, disagreed. Gascon said, "you are not using an industry-leading background check process if you are not fingerprinting." which makes Uber's background checks "completely worthless. Due to concerns that the company's statements gave customers a false sense of security, he and Jackie Lacey, the district attorney for Los Angeles county, filed a lawsuit against Uber for "fraudulent pricing practices and misleading public statements about driver safety, among other complaints" (cite) In 2016, Uber settled the lawsuit for $25 million 18 Uber was involved in privacy breaches. First, its God View tool, which allowed certain employees at Uber's corporate office to see all Uber vehicles as well as users that have requested rides in a given city, spawned controversy. While God View allowed seeing anonymized aggregate data, its "Creepy Stalker" option made it possible to track specific people. For instance, Peter Sims, an entrepreneur, wrote, "One night, a couple of years ago, I was in an Uber SUV in NYC, headed to Penn Station to catch the train to Washington DC when I got a text message from a tech socialite ... someone I hardly know, asking me if I was in an Uber car at 33rd and 5th (or something like that). I replied that I was indeed, thinking that she must be in an adjacent car. Looking around, she continued to text with updates of my car's whereabouts, so much so that I asked the driver if others could see my Uber location profile? "No," he replied, "that's not possible. The woman told Sims that she was at Uber Chicago's launch party, which featured a screen showing where in NYC certain "known people were currently riding in Uber cabs.Sims expressed outrage that the company breached his privacy and used his information without permission for self-promotion Samuel Spangenberg, Uber's former forensic investigator said that employees used God View to monitor "high-profile politicians, celebrities and even personal acquaintances of Uber employees, including ex-boyfriends/girlfriends, and ex-spouses" in real time. Besides God View, Uber experienced two data breaches that infringed on the privacy of millions of independent contractors and customers. In both cases, the breaches were noticed after many months had passed and were reported to the authorities even later. In the larger breach, the hacker demanded $100,000 to destroy the data. So, Uber paid the money, had the hacker sign a non-disclosure agreement and hid the payment as a "bug bounty" (tech industry of paying those who find software issues). The Federal Trade Commission (FTC), concerned by the privacy infringements, and Uber's handling of the breaches, launched an investigation. In 2017, Uber settled with the FTC and agreed to independent third-party audits of its privacy practices, which were to be conducted every two years, for two decades. Additionally, the company took various measures to strengthen its security and povacy practices, including hiring its first chief security officer. 24 Uber was known for its aggressive expansion practices including wasting competitors' time, setting up operations without the necessary permits, and avoiding authorities. For example, Gett, a competing ride hailing company, alleged that Uber employees ordered and then cancelled over one hundred cars over a three-day period. In August of 2014, Lyft reported that since October of 2013, 177 Uber employees had ordered and then cancelled over 5,000 Lyft rides to waste Lyft drivers time, gasoline, and decrease their income. As a result of these fake ride requests, Lyft claimed to have less cars showing as being available to real customers on their app for system). Finally, Uber is also known for moving into new markets without the necessary permits. This "ask for forgiveness, not permission approach sometimes entailed the use of Greyball, a software tool. As city official sometimes posed as Uber customers for investigative purposes, Greyball allowed Uber to use location and other data to identify and tag those likely to be city officials. If they requested a ride, these individuals would be shown a fake version of the Uber app with non-existent cars or were told that no cars were available. If a driver accidentally accepted a customer tagged as a potential city official, Uber followed up to cancel the ride." This problem has been solved! See the answer 6:137 Search LTE 15D ^ chegg.com - Private Principled confrontation (Sometimes the world and institutions need to change in order for the future to be ushered in) As the company thrived, new employees learned the Uber way at "Uberversity," the company's multi-day orientation program. Newcomers discussed scenarios such as "a competitor is introducing an equivalent service in four weeks. We can't beat them to market with a functional and reliable service. What should we do?" The "correct answer" was to "develop an incomplete solution and beat the competitor to market," which aligned with the value of "Always be hustlin and taking using a little more time to develop a better offering was "not the Uber way" As Kalanick noted, "If we are not tied for first then the person who is in first, or the enemy that's in first, then rolls out service that is far cheaper or far higher quality" than ours and we are no longer a thing." Uber's aggressive approach, its "take-no-prisoners, win-at-any- cost" way of doing business was regarded "for better or worse, as one of the key drivers of its rapid growth." In terms of the day-to-day operations, a former Uber employee blogged, "In the background, there was a Game of Thrones political war raging within the ranks of upper management in the infrastructure engineering organization. It seemed like every manager was fighting their peers and attempting to undermine their direct supervisor so that they could have their direct supervisor's job. Other former employees referenced "malicious fights for power, interns repeatedly putting in over 100 hours a week but only getting paid for 40, discrimination against women, and prejudice against the transgender communityUpon joining the company, Uber's HR Chief said that it "definitely had the reputation for being hard-charging. disruptive and rather bold" and her initial impression was that employees were "anxious and overworked" with "no sense of trust, no sense of 'We're building this together.** Post-departure, Susan Fowler, a former Uber engineer (joined November 2015, left December 2016) blogged that the work was exciting, she was proud of her accomplishments and its impact, and that she was thankful to work with highly talented colleagues. However, she was very concerned about how the company responded to her being sexually harassed at work. Her direct supervisor told her that "he's in an open relationship... he's trying really hard not to get in trouble at work, but he's really looking for a woman to have sex with." Upon reporting him, HR told her, "It was this man's first offense, and that they wouldn't feel comfortable giving him anything other than a warning and a stern talking-to." Upper management also told Fowler that he "was a high performer" and that they were uncomfortable for punishing him for what was probably just an innocent mistake on is part. Instead, she was given two options:0 1 - join another team and not interact with this supervisor again, or 2 - remain on his team with the understanding that, he would most likely give me a poor performance review when review time came around, and there was nothing they could do about that." A negative review would not be regarded as retaliation because she had been "given an option." Fowler left the team. Later, she met other female employees with similar accounts of harassment that sometimes involved the same supervisor. In all case HR and management told the complainants that this was the man's first offense. HR refused their request for a joint meeting and each was told individually that the manager had "only committed one offense, and that none of the other women they met with had anything bad to say about him, so no further action would be taken."1? Another former employee wrote that the practically all male staff were "routinely and openly hostile to female employees, from instances of verbal abuse and belittlement.extensive sexual harassment including ... creating sexually explicit narratives about female peers and superiors. Besides harassment, there were accounts of discrimination and pay inequities, which led to a class action lawsuit on behalf of 420 Uber engineers (285 women and 135 ethnic minorities) in California's Superior Court. The lawsuit alleged gender and race-based discrimination resulting in the loss of earnings. promotions, and benefits. In March of 2018, Uber proposed a $10 million settlement in which 56 current and former employees, who detailed being discriminated and harassed, were to receive $33,900 each ($1.9 million in total), with 480 individuals in all receiving a share of another $5.1 million based on length of employment, title, and location essentially translating into $10, 700 per individual. The company also agreed to improve its compensation and employee review systems, and report diversity data on a regular basis to Uber employees and the court. Uber's rideshare services are delivered by independent contractors, not employees. Unlike employees, these individuals do not receive benefits and protections under employment law (e.g., minimum wage, overtime, health insurance, workers' compensation, unemployment benefits, lower taxes, etc.). However, citing poor wages and employment insecurity, Uber drivers argued that the company behaves like an employer so they should be classified as employees. For example, Uber sets their compensation rates, they must abide by its code of performance to continue providing ride share services, and Uber also provides drivers with a list of acceptable topics to discuss with customers. Additionally, drivers claimed that in certain locales, Uber ran false advertisements about how much they could potentially earn by driving for Uber. For example, in San Francisco, the mid-range annual income advertised was $74, 000 but an investigation indicated that only 10% reached this level of income and that the mid-range annual income was $61, 000S The media reported some accounts of customers being assaulted by Uber drivers, which led to the question of whether the company could do more to riders' safety. To this end, the Taxi, Limousine & Paratransit Association shared the following data that about Uber and Lyft drivers' transgressions (updated until August 22, 2018): -Alleged assaults by Uber ang Lyft drivers - 102 Alleged sexual assault and harassment incidents by Uber and Lyft drivers - 395 Alleged kidnappings by Uber drivers - 22 Deaths attributed to Uber and Lyft drivers - 52 -Felons behind the wheel - 26 Imposters - 102 Other serious incidents - 129 I CNN, based on a review of police reports, federal court records, and county court databases in 20 major U.S. cities, reported in April 2018 that at a minimum, 103 U.S.-based Uber drivers had allegedly sexually assaulted or abused their passengers since 2014. "While Uber advertised using an "industry-leading background check process" to vet drivers, some like George Gascn, the district attorney (DA) for San Francisco county, disagreed. Gascon said, "you are not using an industry-leading background check process if you are not fingerprinting." which makes Uber's background checks This problem has been solved! See the answer 6:137 LTE 150 Search chegg.com - Private management questions and answers / Uber's Culture: From Question: Uber's Culture: From "Always Be Hustlin'" To "We Do The Right Thing. Period.". Serial... i need help with 3 Uber's Culture: From "Always be hustlin' to "We do the right thing. Period." Serial entrepreneurs Travis Kalanick and Garrett Camp founded Uber, a transportation sector start-up, in 2009. Since then, the company has become an exemplar of the modern-day sharing economy. At the outset, Camp served on the company's board while Kalanick assumed its CEO position shortly after founding. In 2015, Kalanick introduced Uber's 14 cultural values, developed in conjunction with the company's Chief Product Officer, Jeff Holden, at a corporate retreat in Las Vegas. They were as follows: . . Customer obsession (Start with what is best for the customer) Make magic (Seek breakthroughs that will stand the test of time) Big bold bets (Take risks and plant seeds that are five to ten years old) Inside out (Find the gap between popular perception and reality) Champion's mind-set (Put everything you have on the field to overcome adversity and get Uber over the finish line) Optimistic leadership (Be inspiring) Celebrate cities (Everything we do is to make cities better) Superpumped (The world is a puzzle to be solved with enthusiasm) Be an owner, not a renter (Revolutions are won by true believers) Meritocracy and toe-stepping (The best idea always wins. Don't sacrifice truth for social cohesion and don't hesitate to challenge the boss) Let builders build (People must be empowered to build things) Always be hustlin' (Get more done with less, working longer, harder, and smarter, not just two out of three) Be yourself (Each of us should be authentic) Principled confrontation (Sometimes the world and institutions need to change in order for the future to be ushered in) As the company thrived, new employees learned the Uber way at "Uberversity," the company's multi-day orientation program. Newcomers discussed scenarios such as "a competitor is introducing an equivalent service in four weeks. We can't beat them to market with a functional and reliable service. What should we do?" The correct answer" was to "develop an incomplete solution and beat the competitor to market," which aligned with the value of "Always be hustlin'" and taking using a little more time to develop a better offering was "not the Uber way" As Kalanick noted, "If we are not tied for first then the person who is in first, or the enemy that's in first, then rolls out service that is far cheaper or far higher quality" than ours and we are "no longer a thing." Uber's aggressive approach, its "take-no-prisoners, win-at-any- cost way of doing business was regarded "for better or worse, as one of the key drivers of its rapid growth." In terms of the day-to-day operations, a former Uber employee blogged, "in the background, there was Game of Thrones political war raging within the ranks of upper management in the infrastructure engineering organization. It seemed like every manager was fighting their peers and attempting to undermine their direct supervisor so that they could have their direct supervisor's job.Other former employees referenced "malicious fights for power, interns repeatedly putting in over 100 hours a week but only getting paid for 40, discrimination against women, and prejudice against the transgender communityUpon joining the company, Uber's HR Chief said that it "definitely had the reputation for being hard-charging. disruptive and rather bold" and her initial impression was that employees were "anxious and overworked" with "no sense of trust, no sense of 'We're building this together." Post-departure, Susan Fowler, a former Uber engineer (joined November 2015, left December 2016) blogged that the work was exciting, she was proud of her accomplishments and its impact, and that she was thankful to work with highly talented colleagues. However, she was very concerned about how the company responded to her being sexually harassed at work. Her direct supervisor told her that "he's in an open relationship... he's trying really hard not to get in trouble at work, but he's really looking for a woman to have sex with." Upon reporting him, HR told her, "It was this man's first offense, and that they wouldn't feel comfortable giving him anything other than a warning and a stern talking to." Upper management also told Fowler that he was a high performer" and that they were uncomfortable for punishing him for "what was probably just an innocent mistake on his part. Instead, she was given two options: 10 1-join another team and not interact with this supervisor again, or 2 - remain on his team with the understanding that, "he would most likely give me a poor performance review when review time came around, and there was nothing they could do about that. A negative review would not be regarded as retaliation because she had been "given an option." Fowler left the team. Later, she met other female employees with similar accounts of harassment that sometimes involved the same supervisor. In all case HR and management told the complainants that this was the man's first offense.HR This problem has been solved! See the answer 6:13 1 Search LTE (4) chegg.com - Private "We value ideas over hierarchy. We believe that the best ideas can come from anywhere, both inside and outside our company. Our job is to seek out those ideas, to shape and improve them through candid debate, and to take them from concept to action" "We make big bold bets. Sometimes we fail, but failure makes us smarter. We get back up, we make the next bet, and we go!" In addition to instituting new cultural norms, Khosrowshahi made multiple changes to the executive leadership team. At the time of writing, besides Khosrowshahi (CEO). the executive team comprised: Nelson Chai (Chief Financial Officer) Tony West (Chief Legal Officer) Nicki Krishnamurthy (Chief People Officer - human resources) Andrew Macdonald (SVP, Mobility and Business Operations - oversees global ridesharing operations, partnerships with public transit, customer support, safety insurance, and business development) Pierre-Dimitri Gore-Coty (VP, Delivery - oversees UberEats, grocery and other on-demand delivery offerings, and business strategy and operations across 65+ countries) Sundeep Jain (VP. Technology - responsible for global ridesharing products including the rider experience, driver experience, and marketplace; oversees product functions including data science, maps services, enterprise products, safety, and insurance for all product lines) . . Enc Meyhofer (Head of Advanced Technologies Group - focused on self-driving technologies) Bill Hazelbaker (SVP, Marketing and Public Affairs) Bo Lee Young (Chief Diversity and inclusion Officer), . Questions: 1 2 What is your assessment of Uber's culture from the time of its inception until Kalanick's departure in mid-2017? In your discussion, address leadership, practices, decision making, espoused and enacted values, etc. (22 points) Discuss the connection between Uber's 14 values and its culture. Describe how these values could have led to the decisions Uber made until mid-2017.(12 points) Compare and contrast the 14 cultural values with the current 8 cultural norms. What are the major differences, and what are the similarities? Forecast how Uber's operational decisions may change based on the 8 cultural norms. (9 points) 3 4 5 Though there were concerns expressed internally, the public came to know of the company's cultural issues many years later. In retrospect, the perception is that the company's culture was perpetuated for several years. Drawing upon socialization, discuss how are unethical/corrupt practices perpetuated in organizations? (9 points) Based on the information available, assess Uber's leadership. What leadership style did Kalanick display? What leadership style does Khosrowshahi display? Use any leadership theories to support your assessment. (12 points) Dara Khosrowshahi assumed Uber's CEO position with the mandate to fix the company's culture. Beyond the new cultural norms, how can he address Uber's cultural issues to develop a company that engages in responsible growth? Be specific, what policy changes or structural changes (centralization or decentralization of decision making) are necessary? (18 points) I 6. Show transcribed image text Expert Answer 3. Devraj comparison and contrast between 14 cultural values with current 8 cultural norms in Uber industry. THE MAJOR DIFFERENCES.. In previous 14 culture Uber emphasis on taking greater risks no m view the full answer > This problem has been solved! See the