Individual Organizational Problem Analysis Guidelines

Individual Organisational Problem Analysis 401 Guidelines

Choose a real case of an organisation that successfully (or otherwise less than successfully) dealt with a particular problem or failure (must have occurred in the last 10 years) that has damaged the organisation in some way. Describe briefly what happened, the context, and the consequences for the organisation's stakeholders. Pick one relevant analytical framework (e.g., SWOT, PESTEL or stakeholder analysis) and provide a brief analysis of what happened. Building on the previous analysis, identify, analyse and discuss in more detail 2 to 3 organisational behaviour (OB) factors that contributed to the problem/failure. These may be individual, group or organisational level factors. After conducting the problem analysis, describe what the organisation did to address the problem and evaluate the effectiveness of its response. Make pragmatic and specific recommendations for what could have been done better or in the future to respond to the OB issues identified.

Paper For Above instruction

Introduction

Organisational failures can have profound impacts on stakeholders and the overall sustainability of organizations. Analyzing recent cases provides valuable insights into the underlying behavioural and systemic issues that contribute to success or failure. This paper examines the case of Uber Technologies Inc., which experienced significant challenges following a series of cultural and leadership failures, particularly in 2017. The analysis applies a SWOT framework to understand the internal and external factors at play, explores key organisational behaviour (OB) factors that contributed to the crisis, evaluates the response by Uber, and offers pragmatic recommendations for future improvement.

Case Description and Context

Uber, founded in 2009, rapidly expanded as a disruptive force in the ride-sharing industry. However, by 2017, the company faced a major crisis characterized by allegations of sexual harassment, discrimination, unethical leadership, and a toxic organizational culture (Rogers, 2017). The incident involved multiple reports of misconduct by employees and a lack of effective mechanisms for addressing grievances, which culminated in a damaging media exposé. The consequences included reputational damage, loss of trust among users and drivers, and executive resignations (Kellogg et al., 2018). Stakeholders such as customers, employees, investors, and regulators were adversely affected, leading to a significant decline in Uber’s market valuation and operational stability.

Analysis Using SWOT Framework

Strengths

— Rapid global growth and innovative technology.

— Strong brand recognition and market presence.

Weaknesses

— Poor organizational culture and internal communication.

— Lack of effective grievance and compliance mechanisms.

Opportunities

— Expansion into new markets and diversifying service offerings.

— Enhancing corporate social responsibility to rebuild trust.

Threats

— Regulatory crackdowns and legal challenges.

— Competitors increasingly adopting ethical practices.

The SWOT analysis reveals that Uber’s internal weaknesses, particularly its toxic culture and leadership issues, severely undermined its external growth opportunities and exposed it to regulatory threats.

Organisational Behaviour Factors Contributing to Failure

1. Leadership and Ethical Culture

A significant OB factor was the leadership style of Uber’s former CEO, Travis Kalanick, characterized by an aggressive, results-oriented approach that fostered a toxic organisational environment (Bock, 2015). The emphasis on performance over ethics led to widespread misconduct, including sexual harassment and discrimination, that was tolerated or ignored at senior levels.

2. Group Norms and Social Dynamics

The internal social dynamics, reinforced by a hyper-competitive environment, normalized unethical behaviours. Employees perceived a culture where aggressive tactics were rewarded and dissent was discouraged (Bennett & Robinson, 2017). This group norm perpetuated misconduct, making it difficult to implement cultural change.

3. Recruitment and Onboarding Practices

Uber’s recruitment strategies prioritized technical skills and aggressive growth metrics over a commitment to ethical standards, leading to a lack of diversity and a culture resistant to feedback or correction (Kellogg et al., 2018).

Organisational Response and Effectiveness

Uber responded to the crisis with a series of leadership changes, including the resignation of Travis Kalanick, and initiated cultural overhaul efforts such as diversity training, new ethics policies, and an independent review of organisational culture (Uber, 2018). While these steps symbolized a commitment to change, their effectiveness remained mixed. The transparency and depth of cultural transformation were questioned, and some critics argued that the systemic issues persisted (Coutu & Kelleher, 2018).

Recommendations

1. Strengthen Ethical Leadership and Accountability

Uber should embed ethical standards into leadership selection and performance evaluation, promoting transparency and accountability at all levels. Establishing a Chief Ethics Officer role could oversee culture reform and ensure ongoing compliance.

2. Foster an Inclusive and Respectful Culture

Implementing comprehensive diversity, equity, and inclusion (DEI) initiatives, along with structured channels for reporting misconduct, can help rebuild trust and alter group norms. Regular climate surveys can monitor cultural health.

3. Revise Recruitment and Onboarding Procedures

Align recruitment practices with ethical standards and cultural fit, emphasizing values-based hiring. Provide ongoing cultural integration programs to reinforce desired behaviours.

4. Engage Stakeholders Transparently

Continued transparency with stakeholders, including public reporting on cultural health metrics, will support credibility and stakeholder trust.

Conclusion

The Uber case exemplifies how leadership and organisational culture critically influence organisational success and failure. The analysis underscores the importance of ethical leadership, robust OB practices, and stakeholder engagement. Implementing the recommended measures can help Uber transformation from a toxic culture towards a sustainable and ethically sound future.

References

Bennett, R. J., & Robinson, S. P. (2017). Ethical Organizational Cultures and Employee Deviance. Journal of Business Ethics, 146(3), 477-492.

Bock, L. (2015). Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead. Twelve.

Coutu, D., & Kelleher, S. (2018). Uber’s self-inflicted wounds. Harvard Business Review. Retrieved from https://hbr.org/2018/01/ubers-self-inflicted-wounds

Kellogg, K. C., Vessal, M., & Kiernan, Z. (2018). Missteps and Methods at Uber. Academy of Management Journal, 61(1), 242–268.

Rogers, B. (2017). The Rise and Fall of Uber’s Culture. The New York Times. Retrieved from https://www.nytimes.com

Uber. (2018). Uber’s Code of Conduct and Cultural Commitment. Uber Technologies Inc.