Write a solution to the problems spoken about below: solution must be exactly 2 pages and must include “file a legal complaint, ask a friend to intervene, or complain through channels”
try using a source from a data base (solution needs to fit into the essay below)
essay below: Abstract: Although Uber is a billion dollar company it cannot seem to figure out the internal workings of the company. Many women have complained about being sexually harassed by their male bosses. Not only has the corporate culture allowed the bosses to treat their subordinates this way, but it has become the norm for human recourses to brush it under the run and tell the employees to basically deal with it or get a different job. This poor internal behavior is now trickling down to the treatment of the drivers and unfair pay all made even worse by the CEO Travis Kalanick who is equally involved in the negative behavior spewed by Uber’s management. A good company always starts with top management, and right now Uber’s top management is paving the way for a company that is known to only be getting worse, according to the Los Angeles Times.
Uber has been facing many issues that center around its top management. CEO Travis Kalanick was video taped berating his Uber driver about falling pay for drivers. Kalanick has been known to create a negative corporate culture that has created a hostile environment where sexual harassment is overlooked and everyone is stepping on each other to get to the top. We will be talking about management’s poor behavior and the sexual harassment claims as well as how to overcome those issues. Susan Fowler’s Sexual Harassment Issue On February 19, 2017, Susan Fowler, an ex-engineer of Uber, wrote a post stating: “On my first official day rotating on the team, my new manager sent me a string of messages over company chat. He was in an open relationship, he said, and his girlfriend was having an easy time finding new partners but he was not.”(Fowler, 2017) Susan Fowler’s post has been liked over 11,860 times and it went viral on the Internet. Magazines and Internet Blogs started sharing the story to get it to the attention of Uber’s CEO himself. Approaching Human Resources After joining Uber on November 2015, Fowler was given an opportunity to choose a team to work with. She chose an area of expertise. After receiving the sexual offer on her first week on her new team, she immediately took screenshots of the messages and contacted the HR team. She had a hard copy of a proof that her manager was offering her sexual proposition. When she got an answer from the HR team at Uber, she was shocked. Human Resources said that they do not want to punish the manager with an “outstanding performance” because it was “his first offense” when this happened. They said they will talk Fowler’s manager and he will be reported. Susan Fowler could not believe this “solution” to the problem, especially since she provided documentation with his exact messages. Instead of consequences for the manager, she was proposed to leave her team. Another option was to stay and get a bad review when that time came. Fowler wanted to work on a team of her expertise so she stayed in spite of the HR team’s recommendation. After a few months, Fowler was more comfortable and familiar with other people in the company. She became close with some of the other women that were offered sexual propositions as well and some of them by the same manager as Fowler. All of the women were writing and talking to the HR team and their managers, but nothing was changing. The HR team kept repeating to all the women that it was the man’s “first offense,” and they do not want to ruin his career. Eventually after a few months of trying, Susan Fowler and her female co-workers gave up and started to focus on their good performances. The “his first offense” manager finally “left” the company. The HR team fired him. That is when Fowler thought things will change. However, she decided to try for a transfer anyway.
Intense Competition Although Fowler had expected her work environment to improve, she had other problems to deal with. She found herself in the middle of a “game-of-thrones political war raging within the ranks of upper management in the infrastructure [of the] engineering organization” (Fowler, 2017). Workers were undermining their direct superiors in hopes of snatching their positions, and peers were on the defensive to protect their jobs instead of working productively with one another. Despite the toxic environment Fowler was in, she was productive and had amazing performance appraisals.
HR Denied a Transfer Opportunity Fowler had hoped to transfer to a different team that offered challenging and productive opportunities for growth to escape the political warzone. Many other managers even expressed their enthusiasm and excitement for her to join their teams. Unfortunately, she was denied due to “undocumented performance problems,” but had decided to wait until the next performance review season to request another transfer (Fowler, 2017). When Fowler sent her official request for transfer a second time, she was denied once again, but this time it was because her exemplary review had been changed to a negative one. She was unaware of any changes to her performance review. When she pressed for a further explanation, she was told that sometimes “‘performance problems aren’t always something that has to do with work, but sometimes can be about things outside of work or your personal life’” (Fowler, 2017). Fowler later found out that her manager refused to approve her transfer because she “made him look good”. Clearly, the problem wasn’t because Fowler was producing unsatisfactory results, but rather the opposite, She had the performance reviews, approval of other managers, and projects she has completed to prove her true capabilities. Not only did they change her performance appraisal to a negative one, but she also was not notified. How can they possibly refuse her official request for transfer based on an updated performance review that she did not approve of? Despite her many efforts to have Human Resources step in and provide just actions, they either merely brushed off her accusations or blatantly lied to her. She was assured that the negative performance review would not affect her, but, it resulted in her being unable to transfer and even worse, she was attending graduate school, which was paid entirely by Uber on the terms that she maintained good performance. Of course, she was deemed unfit for that privilege after this incident. Sexism Fowler mentioned another disagreement when it came to ordering leather jackets for everyone in their department. The women were notified that the company would not be ordering jackets for them because they are such a small group in the department. They, apparently, will still be ordering jackets for the male workers because they get a significant discount for the large order. The director she spoke to justified this decision because according to him, this is the true representation of equality. The female workers should not get leather jackets because theirs would cost more than the ones the male workers will be receiving. Situations like Fowler’s are all too familiar and common. “Male-dominated atmosphere discourages talented women from seeking careers in [those] sector[s] (Kirka & Koenig, 2017). Ultimately, things will only worsen unless a timely solution is presented to mitigate the damage of what has already happened. According to Fowler, when she first joined her sector of Uber, it women accounted for over 25%. By the time she submitted an official request for transfer, women accounted for less than 6%. On her last day, she calculated that women made up only 3% in her part of the company. How to Deal with Sexual Harassment Sexual harassment and discrimination problems are extremely difficult to resolve. The book, “Communicating at Work”, states, “ taking care of harassment at the lowest, most informal level possible may solve the problem in a way that doesn’t punish the target (Adler and Elmhorst, 89)”. Therefore, keeping a low-profile on resolving sexual discrimination is encouraged; however, this tactic does not completely solve the problems within harassment. In the case of Susan Fowler, she did respond to sexual harassment in some correct ways. For instance, Fowler had evidence of her Manager’s sexual proposition through messages. It is encouraged, “if the harassment persists, keep a record of every incident (Adler and Elmhorst 89)”. Moreover, she decided to “complain through channels” (Adler and Elmhorst 89). By contacting Human Resources, Fowler hoped her manager’s sexual harassment would be resolved. Usually, by contacting higher channels within a business, they will create a solution for a communication problem. Therefore, Fowler did the right procedure by having records of her manager’s harassing acts and by contacting Human Resources. Unfortunately, Fowler’s evidence was not enough for Human Resources to solve the manager’s sexual harassment. Fowler was told to dismiss the incident. Instead of proceeding with HR’s recommendation to ignore her manager, Susan Fowler should have directly contacted her harasser. Human resources is there for workers to overcome business issues, but at times, HR does not have the correct solution or the problem is ignored. When this situation occurs, a worker should deal with the problem by herself/himself professionally. This is one solution Fowler should have taken into consideration. Once Fowler realized the harassing wasn’t going to stop, she should have informed her manager early on and told him to stop immediately. According to Jeanne Marquardt Elmhorst, “Your statement should be firm, but unless the offense is clearly deliberate, it doesn’t have to be angry. Remember that many words or deeds that make you uncomfortable may not be deliberately hostile remarks (Adler and Elmhorst 89)”. In Fowler’s case, she should use a lot of “I” language to not deliberately attack her manager. For instance, she could say “I am worried that if these sexual assaults continue, it will hinder my job performance”, or “I am uncomfortable with our relationship and I hope you will stop your sexual remarks”. Any of these statements are appropriate to use. Another solution for Susan Fowler is to write a personal letter to her manager. Ronald B. Adler states, “A written statement may help the harasser to understand what behavior you find offensive. Just as important, it can show that you take the problem seriously…detail specifics about what happened, what behavior you want stopped, and how you felt (Adler and Elmhorst 89). Likewise to Fowler confronting her manager, she should use a lot of “I” language in her letter. Moreover, she should have a problem-oriented message. This means her letter should focus on a fair solution between herself and her manage. Although sexual harassment is completely unacceptable and Fowler should be able to say “you need to stop this now”, there is a high chance her manager will completely disregard her feelings. Therefore, establishing a non-controlling and superior accusation will most likely provide Susan with a better outcome. For example, she could write “I am not sure if you realize this, but the way you are acting towards me makes me feel uncomfortable. I would like to know what we can do to improve our relationship.” Then, Fowler could have described all of the sexual harassment she had received from her manager.
As you can see, Uber is facing many challenges ahead due to its poor management. Uber has created a culture where women do not have a voice, lack of authority, unhealthy competition, and sexual harassment is overlooked. We have mentioned are a few ways that these issues can be remedied. According to Communicating at Work by Adler and Elmhorst, they say the victim should face a harasser head on, keep it casual at first and use I language. If Fowler followed Adler’s and Elmhorst recommendation, she might have had a better outcome. If Uber installed these step to handle internal issues into their corporate culture, it could have prevented them from having to deal with the negative consequences it is currently facing.