#MeToo $-$ Just Do It$!-$ Page $503$

Read the Case Study entitled, $$#MeToo $-$ Just Do It$!"$ on page $503.$ Then, follow the instructions at the end of the case using the $3-$Step Problem Solving approach.PROBLEM$-$SOLVING APPLICATION CASE

#MeToo$-$Just Do lt$!$

Business events that move to strip clubs, e$-$malis in

your own inbox about parts of your body, lewd and

vulgar comments, and more commonty but similarly

troubling$-$unfair pay and promotion practices. These

are a subset of complaints revealed in a survey

conducted by female employees at Nike. The find$-$

ings illustrafed systematic sexuat harassment and

discrimination.

Supporting these ciaims are a long history of com$-$

plaints to HR and lenders within the company about

inappropriate behavior by a number of male leaders.

Women comprise nearly $50\%$ of the company's work.

force, but occupy only $38\%$ of management level and

$29\%$ of vice president positions. ${?}^{100}$

Female employees shared these results whith CEO

Mark Parker in an effort not only to improve the situa.

tion for women at Nike, but also to improve Nike. Theif

efforts provide yet another example of how employees

are organizing and Welding power and influence to

change leadership, culture, and practices at their

employers. ${?}^{to}$

HOW DID THIS HAPPEN?

The allegations and evidence are wide$-$ranging, but

many attribute misconduct not only to the perpetra$-$

tors, but also to their superiors who have tolerated or

looked the other way, For instance, numerous impil.

cated executives are linked to former company pres.

ident Trevor Edwards. His charismatic personality

and steliar performance had taken him to the heights

of the organization, and many betleved he was next

in line for the CEO job. But many senior leaders who

fostering conflict and a culture many describe as dis$-$

criminatory and abusive to women.

THE COSTS.

In addition to damaging the careers of the terminated

executives, widespread misconduct exposes the com$-$

pany to tremendous legar liability, reputationat dam$-$

age, investor pressure, and the allenation of women

both inside and outside the company. Expanding

product offerings for female customers is a major com$-$

ponent of the company's strategy. Particularty trouble$-$

some for the remaining leaders is the likellhood of a

class action lawsult, in which more than $500$ employ.

ees will seek compensation from Nike for sexual

harassment, poy discrimination, and unfair promotion

practices. $112$

REACTIONS

CEO Parker and the remaining senior leadership team

have responded in several ways. Parker directly and

publicly acknowfodged the problems and opologized

to employees in a town hat meeting. established a

complaint hotine, set up unconscious bias training.

required specific training for managers, appointed

Nike's first chlef diversity and inclusion officer.

revamped its pay structure and provided raises for

approximately $7500$ employees, or $10\%$ of its global

workforce. Nike also has adopted a gender$-$blind

resume review process, and in fying bonuses more

prominently to overafi company performance. ia

Part of Parker's apology included, $7$ apologize toPROBLEM$-$SOLVING APPLICATION CASE

#MeToo$-$Just Do lt$!$

Business events that move to strip clubs, e$-$malis in

your own inbox about parts of your body, lewd and

vulgar comments, and more commonty but similarly

troubling$-$unfair pay and promotion practices. These

are a subset of complaints revealed in a survey

conducted by female employees at Nike. The find$-$

ings illustrafed systematic sexuat harassment and

discrimination.

Supporting these ciaims are a long history of com$-$

plaints to HR and lenders within the company about

inappropriate behavior by a number of male leaders.

Women comprise nearly $50\%$ of the company's work.

force, but occupy only $38\%$ of management level and

$29\%$ of vice president positions. ${?}^{100}$

Female employees shared these results whith CEO

Mark Parker in an effort not only to improve the situa.

tion for women at Nike, but also to improve Nike. Theif

efforts provide yet another example of how employees

are organizing and Welding power and influence to

change leadership, culture, and practices at their

employers. ${?}^{to}$

HOW DID THIS HAPPEN?

The allegations and evidence are wide$-$ranging, but

many attribute misconduct not only to the perpetra$-$

tors, but also to their superiors who have tolerated or

looked the other way, For instance, numerous impil.

cated executives are linked to former company pres.

ident Trevor Edwards. His charismatic personality

and steliar performance had taken him to the heights

of the organization, and many betleved he was next

in line for the CEO job. But many senior leaders who

fostering conflict and a culture many