Enron Essay -- essays research papers

Integrative Case The D causefall of Enron assort I1. passel Lay served as CEO and chairman and Jeffrey Skilling to a fault served as CEO. They some(prenominal) were responsible for planning, organizing, controlling and leading the beau monde. They set goals for the lodge and organized how they would be achieved. Kays role was as the figurehead and the leader. He excessively served as the spokesperson for the company and made many of the decision on the future of the company. As CEOs they both possessed effective confabulation skills, where decisive, which was evidenced by their vision for the company and refusal to admit wrong sluice at the end, and visionary. Throughout Lays tenor the company continue to grow and prosper at a fast pace.2.The challenges faced were those of a changing workforce, competitiveness, and globalization, as well as ethics and social responsibility. patch many companies were downsizing in the mid-1980s, Enron continued to grow and expand contempt t heir lofty goals. They ventured out into foreign markets to be more competitive. The workforce also became more diverse and the characteristics changed. Employees during Enrons tenor were less devoted to semipermanent career prospects instead they were more interested in financial step-up at any cost. Ethics seemed to be a secondary opinion for most people during Enrons time. To meet these challenges Enron executives had to make working for their company more attractive and lucrative.3.The contributing factors to their ineffectiveness were poor planning and leadership. The company grew to quickly. In their desire to grow and expand, the companys senior focussing did not establish and follow ethical practices that would sustain the company. Controls were not open in key perpetrates, such as, accounting practices and principles. Senior management failed to fitly manage the activities of lower level managers and set a bad example. Part II The People1.Enron sought out young, ambit ious, recent college graduates and placed them in entry-level positions and then gave them the autonomy to make big trade decisions. The few virtuoso performers were promoted very quickly. Taking this hiring approach benefited the company because it kept labor cost low due to the employees inexperience. It also ... ...y grew and prospered very quickly. Employees were motivated to be creative and come up with the next great idea or innovation to increase revenue. These values also hurt the company because it contrive constant pressure on employees to achieve and constantly pushed them to excel in order to produce more revenue for the company and advance in the company. This forced employees to use unethical practices. They were often left to use their own devices to achieve the aforementioned results. There were no checks in balances in place with respect to managing subordinates.3.Organizations must change in order to meet the inescapably of the changing workplace, environment, t echnology, and economy in order to be competitive. Change is levelheaded for an brass if it is done in a controlled and structured manner. Change is also risky because it is often met with resistance. For example, people may feel threatened and forethought power loses and subsequently, resists the change. Change can also be ineffective if it is delineate and doesnt concern itself with people and is over determined. In Enrons case, the organization was constantly changing with no collective rhyme or reason.