Enron Essay -- essays research papers

integrated Case The Downfall of EnronPart I1.Ken Lay served as chief operating officer and chairman and Jeffrey Skilling also served as CEO. They both were responsible for planning, organizing, compulsory and leading the partnership. They set goals for the comp each and organized how they would be achieved. Kays component was as the figurehead and the leader. He also 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 communication skills, where decisive, which was evidenced by their vision for the company and refusal to admit wrong even at the end, and visionary. passim Lays tenor the company continued to grow and thrive at a fast pace.2.The challenges faced were those of a changing workforce, competitiveness, and globalization, as well as ethics and social responsibility. While many companies were curtailment in the mid-1980s, Enron continued to grow and expand despite their lofty goal s. They ventured unwrap into foreign markets to be more competitive. The workforce also became more versatile and the characteristics changed. Employees during Enrons tenor were less devoted to long-term career prospects alternatively they were more interested in financial gain at any cost. Ethics seemed to be a secondary thought for most passel during Enrons time. To meet these challenges Enron executives had to make working for their company more mesmeric and lucrative.3.The contributing factors to their ineffectiveness were poor planning and leadership. The company grew to quickly. In their proneness to grow and expand, the companys senior management did not nominate and follow ethical practices that would sustain the company. Controls were not established in fall upon places, such as, accounting practices and principles. Senior management failed to appropriately manage the activities of bring down level managers and set a bad example. Part II The mass1.Enron sought out young, ambitious, recent college graduates and placed them in entry-level positions and then gave them the self-direction to make big trade decisions. The few star performers were promoted very quickly. taking this hiring approach benefited the company beca phthisis it kept labor costs low cod to the employees inexperience. It also ... ...y grew and prospered very quickly. Employees were motivated to be creative and neck up with the next great idea or innovation to accession revenue. These values also hurt the company because it put constant stuff on employees to achieve and constantly pushed them to excel in order to get to more revenue for the company and advance in the company. This forced employees to use unethical practices. They were ofttimes left to use their own devices to achieve the said(prenominal) results. There were no checks in balances in place with respect to managing subordinates.3.Organizations mustiness change in order to meet the needs of the changing workplace, environment, technology, and preservation in order to be competitive. transport is good for an organization if it is through with(p) in a controlled and structured manner. Change is also risky because it is often met with resistance. For example, people may feel threatened and fear power loses and subsequently, resists the change. Change can also be ineffective if it is narrow and doesnt link up itself with people and is over determined. In Enrons case, the organization was constantly changing with no collective rhyme or reason.