2.0 PROBLEM SYMPTOMS
The problems surrounding the level of power and deregulation of executives, the unethical nature of the company culture, and the availability of complicit partners were manifested throughout every level of the company in the form of unethical behaviour and can be described as symptoms of these greater issues.
The waiving of and lack of internal controls designed to prevent fraudulent behaviour in companies was a reality at Enron. This allowed and provided ample opportunity for the executives of the company to engage in unethical behaviour. For example, one executive attempted to...
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...r peers lower in order to enhance their own positions in the company” (Cengage.com, n.d.). This sort of animosity would have been detrimental to and would have inhibited collaboration among employees in team situations and possibly sabotage. All of these symptoms of a larger culture problem would have partially been responsible for the failures that the company was trying to conceal and show that “intraorganizational competition at the individual level…negatively affect[s] an organization 's efficiency, effectiveness, and ethical climate” (Kulik, O’Fallon & Salimath, 2008). Also, this corporate culture that revolves around the individual rather than a team or the company’s overarching values and long-terms goals would have further affected the company’s ability to pursue any business activities successfully with this kind of a divided and selfish sense of purpose.
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