With each organization there will always be difficulties, when looking at Enron it shows that one of the largest organizational problems with the company was “communication-based leader responsibilities” The managers running the company failed to step to these responsibilities’ and follow through with their core values of the company, which included not following their own code of ethics. Even though code of Ethics are completely voluntary and our legal structure allows companies and managers to make up their own rules to follow along with the change that each company will keep. Each managers and executives, should all have a fiduciary duty to act in the best interest of the company and its shareholders. Unfortunately, the managers and leaders of the Enron company felt they had become invincible to
…show more content…
If they would have been able to look at each other and see that they can build the company, by becoming true leaders. Making sure that each department is leading in the way it should be organized and following through on its commitments and production.
Step 3. Create a Vision for change This would be just being able to keep the values that Enron had started with, making sure that they stayed down that correct path for the future of the company and not just for the moment.
Step 4. Communicate the Vision Enron was a huge employer, instead of ignoring the employees. They should have embraced their ideas and kept an open door for each new idea, also addressing employees anxieties by letting them know what is going on in the company instead of statements like "The people who ask questions don 't understand the company.” From Jeffery Skilling when interviewed by fortune magazine.
Step 5. Remove Obstacles This would have been the difficult part, cause removing the obstacles that was bring the company down was going to mean having to change the higher up management.
Step 6. Create Short Term
If they would have been able to look at each other and see that they can build the company, by becoming true leaders. Making sure that each department is leading in the way it should be organized and following through on its commitments and production.
Step 3. Create a Vision for change This would be just being able to keep the values that Enron had started with, making sure that they stayed down that correct path for the future of the company and not just for the moment.
Step 4. Communicate the Vision Enron was a huge employer, instead of ignoring the employees. They should have embraced their ideas and kept an open door for each new idea, also addressing employees anxieties by letting them know what is going on in the company instead of statements like "The people who ask questions don 't understand the company.” From Jeffery Skilling when interviewed by fortune magazine.
Step 5. Remove Obstacles This would have been the difficult part, cause removing the obstacles that was bring the company down was going to mean having to change the higher up management.
Step 6. Create Short Term