For each case assignment, students will review and apply content from the assign

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For each case assignment, students will review and apply content from the assigned readings in answering the applicable questions along with using at least one outside source (peer-reviewed articles). Assignment submissions may vary in length, but must be comprised of at least 2 pages in length, not including title page, reference page, and any applicable appendices/exhibits. Submissions should be developed in accordance with APA format (6th edition). This assignment is to be written in essay format and should include the following:
Introduction Paragraph (summary of the case)
You must answer every question of each case study. (Do not write in first person). Your answers should reflect a higher order of thinking.
Conclusion Paragraph should include your Christian perspective of the case.
Your answers must be supported by using the textbook and at least one outside resource retrieved from the Warner Library Database. (You must conform to the APA format when citing information from the text or any other sources.)
Uber Life after Kalanick?
Earlier in the chapter we referred to the challenge Uber faced in response to a former female engineer’s blog alleging that Uber had created a very discriminatory and sexist environment. However, that may have been the least of Uber’s problems.
Earlier in 2017 CEO Travis Kalanick was caught on video berating an Uber driver. Kalanick attempted to minimize this public relations disaster by confessing that he needed to “grow up” and get “leadership help.” He was seeking to hire a chief operating officer (COO) to provide such leadership and help manage the company. However, after interviewing a number of potential COO’s, Uber was unsuccessful at hiring one, in part because many did not find the proposition of reporting to Kalanick appealing. Many said they would not take the job if Kalanick remained as CEO.
This vacancy created an even greater executive-level staffing challenge as Uber had lost some of its most important executives over the previous year. The leaders of operations, marketing, finance, communications, and self-driving car development had all left either through resignation or firing. In fact, Jeff Jones had been hired away from his chief marketing officer role at Target to become president of ride-sharing. However, Jones left after six months saying in a written statement “that the beliefs and approach to leadership that have guided my career are inconsistent with what I saw and experienced at Uber.”
In June 2017 the board of directors at Uber asked for and received Kalanick’s resignation as CEO. He will remain on the board because of his significant holdings of Uber’s stock, but will no longer exert any operational control over the organization.
So, now Uber has no CEO, no CFO, no COO, and a number of other c-suite jobs vacant. In addition, the recent Covington report chastised Uber for creating an extremely dysfunctional culture.
QUESTIONS
1. Do you think CEO’s should be fired for not having a good leadership style, even if the company seems to be performing well? Why or why not?
2. Given the large number of problems facing Uber, what should the focus be on solving first, second, and third?
New Organizational Structures: Teeming with Teams
“Years ago, people just kind of did their tasks in front of them. Work was much more about what I did to accomplish something. Now it’s much more about who did I work with so we could accomplish things together.” These are the word of Hugh Welsh, an executive for the North American branch of Royal DSM, a global science-based company active in the areas of health and nutrition. Welsh is the general counsel for Royal DSM, however, he holds several other job titles in the company, and across his many roles, he has over 100 direct and indirect employees who report to him.
Welsh is not alone, in this regard, because organizations are increasingly organizing work around teams that create many more opportunities and challenges when it comes to managing workplace relationships. A recent survey of 7,000 managers from over 130 countries conducted by Deloitte Consulting indicates that over half of the companies surveyed had either restructured work around teams or were in the process of doing so. The goal of this revolutionary change in the nature of work is to break down former functional silos and increase speed of operations by creating cross-discipline teams that manage their own group processes with a minimum amount of hierarchical micro-management. John Chambers, CEO of electronics firms Cisco notes this need for speed arguing that “we compete against market transitions, not competitors, and transitions that used to take seven years now take one or two.”
However, as anyone who ever worked in agriculture can tell you, silos have their uses, and the same Deloitte survey also indicates that only 20% of managers feel they have the teamwork skills necessary to coordinate and motivate all the members of all the teams of which they are a part. Indeed, not everyone has the teamwork skills necessary to work Page 193effectively in these kinds of organizations even when the structure of inter-team relationships is clear. More critically, however, only 12% of managers working in team-based structures feel they have a solid understanding of all the social networks embedded in their organization. The fluid nature of these loose networks makes them hard to understand even for people with strong interpersonal skills, and the process of directly linking people with specialized talents to every team that needs them runs the risk of creating role overload that prevents any work from being done.
Organizations moving to team-based structure are finding that creating the right balance between effective and timely collaboration, on the one hand, with the ability to still execute one’s primary job, on the other hand, is easy to mishandle. Hugh Welsh’s skills as a general counsel makes him potentially valuable to many different teams, but he notes that during a recent trip to the company’s headquarters in the Netherlands, he scrambled from one meeting to the next, mainly making “token appearances” at each before rushing off to more meetings. “I said to myself, ‘what the hell am I doing? This is crazy. I’m not making meaningful contributions to the business.’”
QUESTIONS
1.If an employer wants to commit to processes that highlight the role of effective collaboration and teamwork, how could the process of workflow design play out and how might the results be different than if the organization was committing to processes that were aimed at promoting individual autonomy?
2.If an organization is moving from a more traditional, functional bureaucratic work structure to one that is team-based, what downstream implications does this have for personnel selection, training, and pay? Are some workers going to be resistant to such changes, and if so, how can HR help overcome this resistance?

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