Organizational Management Report: Uber's Structure and Practices

This report provides an in-depth analysis of Uber's organizational management, focusing on its hierarchical structure, decision-making processes, and human resource practices. The report examines how Uber's organizational structure, with its CEO at the top, facilitates policy enforcement and change management. It explores the company's HR practices, including training programs like Uberversity, performance reviews, and open-door policies, which aim to enhance employee satisfaction and operational efficiency. Furthermore, the report discusses Uber's approach to managing change and innovation through customer surveys and autonomous changes, while also addressing employee wellbeing and motivation through incentives, flexible working hours, and employee surveys. The conclusion highlights Uber's commitment to continuous learning and innovation through its HR management and decision-making processes.

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Introduction to UBER
The organization, UBER, is an American multinational organization which aimed at
offering different peer-to-peer ridesharing and food delivery (Uber 2019). The organization is
headquartered in San Francisco holding operations over 785 metropolitan areas (Uber 2019).
The organization also developed a range of websites and mobile based applications with the
objective of reaching out to the end users. It has been noted that the organization holds around
110 million worldwide users (Uber 2019). Moreover, it has also being researched that the
organization holds around 69% of the market share for transportation and 25% market share for
food delivery in US in the year 2019 (Uber 2019). The current research will identify the
organizational structure and decision making in Uber. The research will also take the initiative
of studying the HR management practices of the venture and the manner in which it empowers
change and innovation.
Organizational structure and decision making
The organization, UBER, employs a Hierarchical structure for managing the different
operations that are initiated by the venture. Kang et al. (2016) opined that the hierarchy in the
organizational structure refers to every entity being subordinate to the other except one that is
regarded as the CEO. In this relation, the concerned organization holds a hierarchical structure
where Dara Khosrowshahi is the current CEO of the venture (Uber 2019). The hierarchical
structure of the organization aimed at enforcing policies and changes without confusion.

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Figure: Organizational structure of UBER
(Source: Uber.Org 2019)
The organizational management aimed at centralizing the decision making process with
the objective of minimizing the rate of confusions in the process design (Uber 2019). The
decisions are specifically undertake by the hierarchy of management in San Francisco and
followed by the strategic business units that are present throughout the world. Cramer and
Krueger (2016) opined that the decision making attributes and the organizational structure

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correlates with the objective of influencing the rate of operations that are initiated by the
ventures. Therefore, the key modifications in Uber’s operations are reliant on the efficiency of
the decision making capacities as per the needs of the customers.
Managing human resources
The organization developed a series of HR practices that enabled the venture in retaining
the employee satisfaction through the processes. The organization introduced a rage of efficient
training and development programs with the objective of enhancing the rate of operations of the
employees. It has been noted the organization developed Uberversity with objective of training
the offshore employees (Vidgen, Shaw and Grant 2017). The development of different training
programs for the employees enable the venture in upholding the efficiency of the operations in
the different strategic units. The organization also initiated different performance review related
operations with the objective of enabling the employees to meet the respective goals.
The organization assigned different performance goals to the departments which are
monitored by the managers with the objective of identifying the loopholes. The micro-
management system in the organization enhanced the rate of operations in the venture while
developing the talents in the organization. The performance monitoring related operations of the
venture enabled the managers in identifying the training based needs of the employees while
retaining their satisfaction. Leighton (2016) stated that the HR practices of an organization aims
at empowering the operations of the workforce. In this relation, the HR related practices of the
HR in Uber efficiently contributed to the uninterrupted functioning of the employees in the
different processes.

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On the other hand, the HR department in the organization improved the rate of
communication among the employees and the managers through the induction of an open door
policy. The open door policy of the organization enabled the venture in identifying the major
source of conflict in the workforce and thereby mitigate the same with the objective of
undertaking the uninterrupted flow of operations. Therefore, the efficient HR management
practices in the organization, Uber, enabled the same in retaining the trust and loyalty of the
employees to the design of the operations.
Managing change and innovation
The organization, Uber, aimed at developing frequent innovations in the operations
through the enumeration of open model. The organizational management develops the idea of the
innovation and thereby consults with different executive heads with the objective of initiating the
rational decision making systems. However, the organization initiated autonomous changes
without the consent of all the stakeholders which might affect the uninterrupted functioning of
the business in the long run (Munjal and Kundu 2017). The organization develops an idea of the
change that might be initiated by the same to retain their competitive position in the markets. On
the other hand, the development of the different strategic change ideas are reliant on the needs of
the customers which is evaluated through conduction of customer surveys. The company being
customer oriented in nature, the changes that are initiated by Uber greatly depended on the
changing needs and preferences of the customers. In this relation, the organization evaluates the
different alternatives and chooses the best alternative for gaining competitive edge.
Wellbeing and motivation
The organization, Uber, provided occasional perks to the employees in the form of
incentives and bonuses with the objective of keeping the workforce motivated. On the other

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hand, the organization also initiated the practices like flexible working hours and maternity
leaves for retaining the work-life balance of the employees. The organization also aimed at
developing a range of operations like insuring their lives of the employees and providing the
same with rewards and recognitions for retaining the trust and loyalty of the same (Ross et al.
2017). The organization also initiated employee surveys with the objective of identifying the
concerns that are faced by the same. The survey of the employees enabled the organization in
identifying the major concerns that are affecting the workforce and thereby mitigate the same
with the objective of facilitating the uninterrupted functioning of the systems.
Conclusion
Therefore, from the above discussion it might be noted that Uber has developed a range
of HR management practices and improved the decision making systems with the objective of
promoting continuous learning and innovation. The major aspects that are being considered as a
part of the discussion aimed at identifying the manner in which the organization manage the
human resource and change initiatives in the venture.

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References
Cramer, J. and Krueger, A.B., 2016. Disruptive change in the taxi business: The case of
Uber. American Economic Review, 106(5), pp.177-82.
Kang, N., Zhao, C., Li, J. and Horst, J.A., 2016. A Hierarchical structure of key performance
indicators for operation management and continuous improvement in production
systems. International Journal of Production Research, 54(21), pp.6333-6350.
Leighton, P., 2016. Professional self-employment, new power and the sharing economy: Some
cautionary tales from Uber. Journal of Management & Organization, 22(6), pp.859-874.
Munjal, S. and Kundu, S., 2017. Exploring the connection between human capital and innovation
in the globalising world. In Human Capital and Innovation (pp. 1-11). Palgrave Macmillan,
London.
Ross, W., Bares, J., LaRose, D. and Sweeney, M., Uber Technologies Inc, 2017. Selecting
vehicle type for providing transport. U.S. Patent 9,547,309.
Uber., 2019. About Uber - Our Story - Vision for Our Future. [online] Uber. Available at:
https://www.uber.com/us/en/about/ [Accessed 16 Aug. 2019].
Uber.Org., 2019. Uber - Org Chart | The Org. [online] THE ORG. Available at:
https://theorg.com/org/uber [Accessed 16 Aug. 2019].
Vidgen, R., Shaw, S. and Grant, D.B., 2017. Management challenges in creating value from
business analytics. European Journal of Operational Research, 261(2), pp.626-639.

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