Enron culture ethics

Answer the questions to the case, "Enron, Ethics, and Organizational Culture," at the end of Chapter 8. Include at least one outside source supporting your answers. Explain your answers in 200.

Case Incident: Enron, Ethics, and Organizational Culture
For many people, a company called Enron Corp. still ranks as one of history’s classic examples of ethics run amok. During the 1990s and early 2000s, Enron was in the business of wholesaling natural gas and electricity. Rather than actually owning the gas or electric, Enron made its money as the intermediary (wholesaler) between suppliers and customers. Without getting into all the details, the nature of Enron’s business, and the fact that Enron didn’t actually own the assets, meant that its accounting procedures were unusual. For example, the profit statements and balance sheets listing the firm’s assets and liabilities were unusually difficult to understand.

It turned out that the lack of accounting transparency enabled the company’s managers to make Enron’s financial performance look much better than it actually was. Outside experts began questioning Enron’s financial statements in 2001. In fairly short order, Enron’s house of cards collapsed, andcourts convicted several of its top executives of things like manipulating Enron’s reported assets and profitability. Many investors (including former Enron employees) lost all or most of their investments in Enron.

It’s probably always easier to understand ethical breakdowns like this in retrospect, rather than to predict they are going to happen. However, in Enron’s case the breakdown is perhaps more perplexing than usual. As one writer said, “Enron had all the elements usually found in comprehensive ethics and compliance programs: a code of ethics, a reporting system, as well as a training video on vision and values led by [the company’s top executives].”111

Experts subsequently put forth many explanations for how a company that was apparently so ethical on its face could actually have been making so many bad ethical decisions without other managers (and the board of directors) noticing. The explanations ranged from a “deliberate concealment of information by officers” to more psychological explanations (such as employees not wanting to contradict their bosses), and the “surprising role of irrationality in decision-making.”112