Organizational Behavior And Management Research 2022

Running Head: ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
Name of the Student:
Name of University:
Author Note:

1ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
Table of Contents
Introduction......................................................................................................................................2
Issues in organisational culture........................................................................................................2
Role of leader in the issue................................................................................................................3
Theoretical approaches to the organisational leadership.................................................................4
Charismatic leadership.................................................................................................................4
Transactional leadership..............................................................................................................4
Transformational leadership........................................................................................................5
Impact on working environment and practice.................................................................................5
Role of leadership in conflict resolution..........................................................................................6
Models of conflict management and negotiation.............................................................................6
Conclusion.......................................................................................................................................8
Reference.........................................................................................................................................9

2ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
Introduction
Organisation culture is defined as a system or process where the shared assumptions,
values and beliefs are governed in such a manner the employees are compelled to follow he
norms and regulations of the organisation (Laforet 2016). According to the research of Anitha
(2016) the organisational culture is the mirror of the organisational motives and objectives. It
means employees are directed to follow the organisational culture in order to achieve the aims
and objectives o the organisation effectively. A philosophical implication is also associated with
the practice of organisational culture where the organisation puts emphasis on the ethical and
equal opportunities for all the employees (Laforet 2017). Henceforth, the role of the leaders in
organisation is very crucial as they are entitled to implement the organisational norms and
responsible to monitor and evaluate the efficacies of the organisational culture. The current
report is emphasising on the organisational culture of UBER and the leadership practice that is
prevalent in the organisation. The purpose of this research is to understand and evaluate the
conflict management and negotiation practice of UBER.
Issues in organisational culture
One of the most successful start-ups in contemporary business, UBER was established in
2009 and within a short span of time the value of the company escalated to $70 billion. The
aggressive business expansion and ‘growth above profit;’ ethos of the organisation are
considered to be the potential success factors for UBER. Therefore, it is obvious to investigate
the organisational culture of UBER. Most interestingly, the organisational culture in UBER is
not as convincing as its business success. As per the report of Isaac (2017) it can be stated that

3ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
the organisation is suffered with severe allegations from the existing and former employees such
as favouritism, discrimination, sexual harassment and use of illegal substances within the
workplace. These are very serious allegations and former employees are complained regarding
the clear organisational policies that prohibit such activities. In addition to this, the principles set
by the former CEO. Travis Kalanick further encouraged the managers to damage the
organisational culture. For instance, the practice of meritocracy and toe stepping led the
managers to undermine their supervisors with the purpose to get their jobs. This kind of
unhealthy workplace competition should not be a long term benefit for any organisation as the
employees or the managers do not trust each other (Wong 2019). As a result of that no
cooperation has been made between the employees and it will be a challenge for the organisation
to continue a long term success.
Role of leader in the issue
Many of the empirical evidences pointed out the inefficient leadership style of Travis
Kalanick that led to a disruption and unprofessional organisational culture in UBER. The article
of Eurich (2017) pointed out that the role of the Kalanick as the CEO of the organisation was
very ruthless and unrestrained at some point. The former employees of UBER alleged that
Kalanick deceived people around him and made the public relation of the organisation a
nightmare. The report of Tobak (2017) also corroborated the fact that Travis Kalanick was
highly desperate and it could also reflect in his business strategy. In his tenure as the CEO of the
organisation Kalanick followed aggressive growth in business and did not care about the
profitability of the organisation. His lack of judgement made the organisational culture
vulnerable and highly infused with male dominated workplace. Favouritism was also identified