Uber and Amazon Companies for Weaknesses - myassignmenthelp.com

Question: Discuss about theUber and Amazon Companies for Weaknesses and Remedies. Answer: A review of Uber and Amazon companies human resource practices helped to identify weaknesses facing management of their diverse workforce, and later provided suitable remedies to their weaknesses. Uber is a multicultural car service company situated in US. Currently the company is facing weaknesses regarding management of its diverse workforce due to growth globally. Uber lacks an internal and external control system that manages its diverse workforce. That has led to lack of communication channel between the head of diversity and the board of directors. No policies or suitable strategies are in place to allow career progression and encourage diversity in the workplace. Lack of Uber multicultural management systems has resulted to lower employee retention and toxic cultures. Amazon is one of the largest internet growing retailers offering a several products to its international customers. Findings provided by the company report showed that it is crumbling with management of its workforce. Some of its weaknesses noted are male and white dominancy in key positions in the organization. The male represent 75% of the managers with 60% of them being whites. The company lacks black representation in its board of governors. Recently the management of Amazon Company is planning a pattern of change to solve weaknesses of its workforce diversity (Scheffer and van der Lee 2015, pp.34). The Amazon plan is to have an inclusive workforce that will have equal representation of other races and females in the company. Barak (2016, p.34) states that there are several benefits that accrue to organizations that manage diverse workforce in their workplace. Organizations need to ensure that workforce diversity is promoted and developed in their working environments. Uber and Amazon can adopt several strategies to solve their respective weaknesses. Amazon management needs to develop suitable strategies that can eliminate any kind of multicultural recruitment biasness. That will enable them to have recruitment that signifies equality among its workforce. On the other hand Uber will need to have policies and procedures that reduce conflicts, encourage communication, and create integration among its workforce. Managers from the two companies need to have knowledge and respect of other foreign cultures. Knowledge of other foreign cultures can be promoted by researching and understanding them. In addition top managers of the companies need to provide leadership by developing a unified culture and norm comfortable to the divergent workforce. Development and implementation of diversity workforce strategies cannot be effectively take place without employee involvement (Dawson et.al, 2013, p.126). Both companies will need involve their employees in any cultural assessments in the workplace, and provide trainings to them on matters regarding to diversity in cultures. Rasheed and Rasheed (2015, p.16) opine that good leadership and suitable cultural diversity organization policies can create understanding and appreciation of own cultures and norms which will reduce any cases of multicultural tensions among employees. In conclusion both Uber and Amazon management should take a leading role in formulating diversity workforce policies and legislation that can be integrated in work environments to reduce consequences of multicultural tensions. Reference lists Barak, M.E.M., 2016,Managing diversity: Toward a globally inclusive workplace, Sage Publications. Dawson, J., Woods, S., and West, M.A., 2013, Getting diversity at work to work: What we know and what we still don't know,Journal of occupational and organizational psychology,86(2), pp.123-141. Rasheed, M.N. and Rasheed, J.M., 2015.Multicultural social work practice: A competency-based approach to diversity and social justice. John Wiley Sons. Scheffer, M. and van der Lee, R., 2015, How to break the cycle of low workforce diversity: A model for change,PloS one,10(7), p.23-56