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Case Study 9 Enron Collapse

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Enron: Questionable Accounting Leads to Collapse
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Table of Contents Page Answers to Question 1 3 Answers to Question 2 3 Answers to Question 3 4 Conclusion 5 References 7

1. How did the corporate culture of Enron contribute to its bankruptcy? Highly effective leaders are great at obtaining common goals and objectives in highly effective and competent ways; regrettably for Enron, this was not the case. In the launching of the firm, Chairman Ken Lay and CEO Jeffrey Skilling were efficient in growing their company from a small gas and oil pipeline firm directly into a of the largest entities in its industry. As the company began to expand and prosper, the requirements of upper management became more assertive and disparate. Mr. Ken Lay was never fulfilled along with his efforts to obtain increasingly more monetary good gains; he implemented coercive power to shape his corporate culture. This power was most prevalently seen in the company’s employee program review process; shrewdly nicknamed “rank and yank” if employees of Enron ranked among the bottom 20% in regards to performance they would be conveniently railroaded out from the company (Ferrell, 2013, pp. 395-405). Rank and Yank is a phrase used to describe a process by which a company ranks its employees against each other, and fires out the occupation of the people at the lowest end of the ranking. Mr. Lay wanted the best executives contributing on him, with a target to encourage individuals to be the best they could have been, however in my opinion, he created conflicts of great interest that drove the company out of business.
2. Did Enron’s bankers, auditors, and

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