How did Enron’s corporate culture p

How did Enron’s corporate culture promote unethical decisions and actions?

Answer:

The succinct and unequivocal answer to this question is that Enron’s corporate culture did little to promote the values of respect and integrity that were articulated in the Enron Code of Ethics. These values were undermined through the company’s emphasis on decentralization, its employee performance appraisals, and its compensation program. By keeping each Enron division and business unit separate from the others, very few people had a holistic perspective of the company’s operations. This decentralization, in conjunction with insufficient operational and financial controls as well as “a distracted, hands-off chairman, a compliant board of directors and an impotent staff of accountants, auditors and lawyers, contributed to a corporate culture that enabled the occurrence of unethical decisions and actions. The extremely rigorous and threatening performance evaluation process utilized peer evaluations wherein employees frequently ranked their peers lower in order to enhance their own positions in the company. Enron’s compensation plan “seemed oriented toward enriching executives rather than generating profits for shareholders,” and encouraged people to inflate the value of contracts and to use non-standard accounting practices. The performance appraisal system and the compensation systems helped define and reinforce a culture that was rife with the potential for unethical decisions and actions. In short, Enron’s culture encouraged and reinforced unethical decisions and actions. As revealed by whistleblower Sherron Watkins, “Enron’s unspoken message was, ‘Make the numbers, make the numbers, make the numbers  if you steal, if you cheat, just don’t get caught. If you do, beg for a second chance, and you’ll get one.’ ”

Kết quả (Việt) 1:

Làm thế nào của Enron văn hóa doanh nghiệp đã thúc đẩy phi đạo Đức quyết định và hành động?Trả lời: The succinct and unequivocal answer to this question is that Enron’s corporate culture did little to promote the values of respect and integrity that were articulated in the Enron Code of Ethics. These values were undermined through the company’s emphasis on decentralization, its employee performance appraisals, and its compensation program. By keeping each Enron division and business unit separate from the others, very few people had a holistic perspective of the company’s operations. This decentralization, in conjunction with insufficient operational and financial controls as well as “a distracted, hands-off chairman, a compliant board of directors and an impotent staff of accountants, auditors and lawyers, contributed to a corporate culture that enabled the occurrence of unethical decisions and actions. The extremely rigorous and threatening performance evaluation process utilized peer evaluations wherein employees frequently ranked their peers lower in order to enhance their own positions in the company. Enron’s compensation plan “seemed oriented toward enriching executives rather than generating profits for shareholders,” and encouraged people to inflate the value of contracts and to use non-standard accounting practices. The performance appraisal system and the compensation systems helped define and reinforce a culture that was rife with the potential for unethical decisions and actions. In short, Enron’s culture encouraged and reinforced unethical decisions and actions. As revealed by whistleblower Sherron Watkins, “Enron’s unspoken message was, ‘Make the numbers, make the numbers, make the numbers  if you steal, if you cheat, just don’t get caught. If you do, beg for a second chance, and you’ll get one.’ ”