Contemporary_Organization_Evaluation___Uber.docx Contemporary Organization Evaluation – Uber Grand Canyon University: LDR-615 Contemporary Organization Evaluation – Uber In todays fast-paced and global communit
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Contemporary_Organization_Evaluation___Uber.docx Contemporary Organization Evaluation – Uber Grand Canyon University: LDR-615 Contemporary Organization Evaluation – Uber In todays fast-paced and global community, most organizations are faced with constant change. Famed playwright and author George Bernard Shaw once said, “Progress is impossible without change, and those who cannot change their minds cannot change anything†(Coleman, 2018, p. 1). Disruptive technology; new initiatives;competition; state, government, or industry regulations; environmental constraints; and judicial or legislative rulings are some of the most common things that that can drive change within an industry.Change is often feared because the outcome is not always known.This paper will discuss Uber Technologies, Inc. and the major industry regulation changes to which they are responding. This paper will also discuss the degree to which the change has been disruptive and how the organization has responded to the dynamics created by this change. Additional items to be discussed are: an evaluation of the strategies the organization used in its change plan and the level of success the organization experienced with the strategies; the effect the change had on stakeholders, and to what degree stakeholders have resisted; the overall implications the change had on interdepartmental collaboration; how well the leaders of the organization responded and prepared for the change and what worked and what did not work with the strategies they implemente. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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