Organizational Ethics Issue ResolutionOrganizational Ethics Issue ResolutionOrganizational Ethics Issue ResolutionOrganizational Ethic Issue ResolutionAn organization that lacks a true culture of ethical compliance can create problems with integrity issues with stakeholders and customers. When a major company such as Enron, was structured their approach to ethics on the surface appeared to oppose progressive innovation. The policies and ethics programs were set up to protect the company and its shareholders. According to author Berenbeim, The Enron company had a detailed code of ethics it was not enough the organization needed to incorporate ethics and integrity throughout their corporate culture. Enron had to focus on business ethics issues raised by the conduct of the company’s directors, officers, accounts and lawyers (Berenbeim, 2002).
Issue ClarificationThe overall view clarification of the issue illustrates the evolution of Enron’s innovations and fraud. The business records of the company financial economists and accountant’s uncovered considerable number information and incentive issues. The issues both complicate and potentially resolve the appraised valuation questions such as; earnings growth, stock splits, dividend changes, free cash flow limitations, share price-based compensation and hedging of market risks. The Enron Company contributed large sums of money to non-profit organizations for the purpose of acting on probable ethical issues before they become legal dilemmas. The company failed to inform its consumers of the business decisions made even though they had knowledge that the person at the other end of the business deal did not. The Enron Company filed a Chapter 11 to seek bankruptcy protection. The uncertainty of the company’s standings impacted the market’s confidence in Enron and its trading operations. Enron CEO Kenneth L. Lay, “stated steps would be taken to help preserve capital and stabilize businesses, also restore confidence of the trading counter parties, and enhance the company’s ability to pay creditors.” The Enron Company had made no effort to secure there financial debts the statement of the CEO was just a scheme. According to author Berenbeim many organizations make their money through patents and the use of expertise that are not universally available which give companies a competitive advantage. There are some markets failures that have an undesirable effect to the rights of others and cause danger to the credibility of all legitimate transactions. The Enron board waived the its own ethics code requirements to allow the company’s CEO’s to serve as general partners for the partnerships that it was using as a conveyor of secret information for much business transactions( Berenbeim, 2002).
Stakeholders AnalysisThrough the stakeholder analysis of Enron the employees were directly impacted by the shut down of most of the companies leaving thousands unemployed and many more holding worthless stock. The customers and others stakeholders were impacted, by the trustworthiness company it has been broken due to the lack of communication and integrity issue not upholding the ethical standards of the company. The stakeholders were given a sense of false hope by the CEO of the Enron Company. Stakeholders build powerful relationship based on trust. All trust was lost when the company claimed all debts would be repaid and everything would be put in good standing even though a Chapter 11 had been filed. The company claimed there are circumstances where unfairness of the situation exceeds simple competitive advantage and is a threat to the rights of others and to the effective operation of the free market as a whole. The stakeholders were of no essential value to this company.
Values IdentificationAccording to Ernon’s ethic code, the values for Enron were set on four basic principles respect, integrity, communication and excellence. The respect principle was to treat others with a high level of esteem, not tolerating abusive or disrespectful treatment. The integrity principle was to work with customers and prospects openly, honestly and sincerely. The communication principle was to have an obligation to communicate take the time to talk with one another and to listen. The excellence principle is the last one Enron set out to produce nothing less than there very best in everything they do. The values constantly interchanged between people of high importance to the people of least importance, worth, importance, or usefulness was not questioned because of the positive views of progression within the company through performance and prospects (Ethics code 2002).
The Ethics code was adopted by most of the company, and the company’s leadership, who have been responsible for building and maintaining ethical culture. They also take responsibility for enforcing the most relevant rules and policies regarding behavior, behavior and personal behavior within the company. The CEO of a company of such a large size also is responsible for enforcing these rules and policies. In order to further advance one’s ethical conduct and ethical conduct values are to be maintained in order to be better able to take more risk to one’s career.
With the ethical code Enron will take care of every aspect of the business that affects people, not just the values and conduct of the company.
Enron’s ethics code, which can be more closely held for its history and recent history, covers all aspects of the company. The ethics code is also written and presented by those in charge of Enron in their capacity as the company’s leaders. The ethical code can be read to the public at any time on a large electronic format. The current Ethical Code is a copy of the original that was issued to employees back in 2002.
Enron has been a leader in the ethical business for over 20 years. One of its founding principles, “We’re All Honest” and the ethical culture created during that time by its Chief Executive Officer and its CEO, Mike Odeh, has been reflected in Enron’s leadership process. The ethics culture of Enron has resulted in the continued existence of multiple companies that exemplify the diversity of our culture within the company. There are many types of roles these CEOs play to gain insight into how the company operates and to encourage individuals to work with their companies, and we expect that all of them will represent our brand and values of honesty, reliability, integrity, and respect in all facets of their position. The ethics culture of Enron’s leadership is based upon the principles of the business and ethical values adopted in their design, administration, and implementation. We encourage the creation of a culture and values based around the principles of excellence, honesty, integrity, and respect within the company that will support its success and drive its business forward. As a result of these two principles, Enron is on a fast-approaching path to meeting those values, the values of openness to change, quality governance, and respect for ethics that will help them perform and improve on top of the team and with its talented employees. This culture will allow for the improvement of the company and its employees through the continued advancement of the values that we strive toward. While we realize that employees can be emotionally and physically affected by these values, we think it is vitally important that we have the ability for our employees to continue an example that is successful for a long time. Our company has consistently placed leadership above the rest of the company and is not immune to the pressures put upon it. Our culture of openness, transparency, trust, accountability, and responsibility reflect the values and principles set up in the ethics code of Enron. However, we recognize that these values cannot be equated with pure good and we cannot guarantee that all all employees are equal. Although some employees may be less than stellar at a single line in the code, those values can never be equated with pure honesty, integrity, and respect. While we also believe it is important that Enron is not only as transparent as possible, we also believe this practice ensures the quality of its employees. As a result, the company’s ethical code of conduct makes clear that “Assemblers of the company, there will be no moral judgment that will have no effect at all on the conduct
The Ethics code was adopted by most of the company, and the company’s leadership, who have been responsible for building and maintaining ethical culture. They also take responsibility for enforcing the most relevant rules and policies regarding behavior, behavior and personal behavior within the company. The CEO of a company of such a large size also is responsible for enforcing these rules and policies. In order to further advance one’s ethical conduct and ethical conduct values are to be maintained in order to be better able to take more risk to one’s career.
With the ethical code Enron will take care of every aspect of the business that affects people, not just the values and conduct of the company.
Enron’s ethics code, which can be more closely held for its history and recent history, covers all aspects of the company. The ethics code is also written and presented by those in charge of Enron in their capacity as the company’s leaders. The ethical code can be read to the public at any time on a large electronic format. The current Ethical Code is a copy of the original that was issued to employees back in 2002.
Enron has been a leader in the ethical business for over 20 years. One of its founding principles, “We’re All Honest” and the ethical culture created during that time by its Chief Executive Officer and its CEO, Mike Odeh, has been reflected in Enron’s leadership process. The ethics culture of Enron has resulted in the continued existence of multiple companies that exemplify the diversity of our culture within the company. There are many types of roles these CEOs play to gain insight into how the company operates and to encourage individuals to work with their companies, and we expect that all of them will represent our brand and values of honesty, reliability, integrity, and respect in all facets of their position. The ethics culture of Enron’s leadership is based upon the principles of the business and ethical values adopted in their design, administration, and implementation. We encourage the creation of a culture and values based around the principles of excellence, honesty, integrity, and respect within the company that will support its success and drive its business forward. As a result of these two principles, Enron is on a fast-approaching path to meeting those values, the values of openness to change, quality governance, and respect for ethics that will help them perform and improve on top of the team and with its talented employees. This culture will allow for the improvement of the company and its employees through the continued advancement of the values that we strive toward. While we realize that employees can be emotionally and physically affected by these values, we think it is vitally important that we have the ability for our employees to continue an example that is successful for a long time. Our company has consistently placed leadership above the rest of the company and is not immune to the pressures put upon it. Our culture of openness, transparency, trust, accountability, and responsibility reflect the values and principles set up in the ethics code of Enron. However, we recognize that these values cannot be equated with pure good and we cannot guarantee that all all employees are equal. Although some employees may be less than stellar at a single line in the code, those values can never be equated with pure honesty, integrity, and respect. While we also believe it is important that Enron is not only as transparent as possible, we also believe this practice ensures the quality of its employees. As a result, the company’s ethical code of conduct makes clear that “Assemblers of the company, there will be no moral judgment that will have no effect at all on the conduct
Issue ResolutionThe organizational