Essays on The Smarter Guys in the Room - Enron Case Study

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Generally, the paper 'The Smarter Guys in the Room - Enron " is a great example of a management case study.   Scholars have described leadership as a social influence process, wherein an individual can enlist the support and aid of other people to succeed in a certain task (Karp & Helgø , 2009, p. 882). Even though leadership is without a doubt a type of authority, Karp and Helgø (2009, p. 883) posit that leadership is not defined by the authority over people; instead, it is an authority with individuals that subsists as a mutual connection between leaders as well as their followers.

In spite of trendy notion, the utilization of exploitation, intimidation, and command to pressure others is not a leadership prerequisite (Cronin et al. , 2006, p. 29). In reality, persons who look for group approval as well as endeavor to act by keeping other people’ s interests first have as well turned out to be successful leaders. In this regard, the study seeks to carry out a critical Analysis in leadership aspect and change based on three movies: The Smarter Guys in the Room" Enron Case, Alive- the 1972 story of the plane crash in the Andes, and 13 Days - the 1962 Cuban Missile Crisis. The Smarter Guys in the Room" Enron Case Enron is a saga concerning the biggest corporate failure in America’ s history at that point in time, and the saga concerns a human disaster.

The rise and fall of Enron have been the focus of several studies, particularly in the conventional, commercial as well as academic literature together with the movie (Enron: the Smartest Guys in the Room), which is the main focus of the study.

1986 was the year Enron was instituted from an amalgamation of InterNorth and Houston National Gas with Ken Lay being appointed as the Chief Executive Officer (CEO) and chairman. The electrical power markets deregulation begun in 1988, and Enron changed from a conventional natural gas energy corporation concentrated mainly on energy delivery by means of gas pipelines to an energy broker corporation that drew both sellers and buyers together (Dunne et al. , 2008, p. 1060). Notably, Enron changed into a state-of-the-art international business that branched out into trading weather derivatives, water, electricity, energy, as well as broadband.

Near the beginning, setbacks at Enron surfaced prompting the 1987 inquiry of two Enron senior managers at the Valhalla-based oil trading division, and the investigation reports uncovered fraud books and offshore accounts (Dunne et al. ,2008, p. 1056). This proved that the brokers had squandered all of Enron’ s coffers, plus Lay knew right from the start about the fraud. Scores of Enron’ s top management plus their workers had a collection of incredibly alike personality attributes, life experiences, as well as educational backgrounds.

Such corporate leaders emerged from poor families and they possessed incredible enthusiasm and goals to prevail over the past and make their lives better (Karp & Helgø , 2009, p. 894). The premature success of Enron along with the subsequent failure provides a lot of priceless means for leaders to use in developing their leadership competence as well as in building up the company they work for (Linthicum et al. , 2010, p. 165). Based on the movie, Enron depicts the incredible leadership responsibility that executives have in setting up the organization culture as well as in comprehending the methods utilized to evolve the organizational culture (Hayashi, 2007, p. 35).

At present, scores of organisational leaders refute the subsistence of business culture in their companies or some see it as something uncontrollable, rather than balancing the chance to shape the organization’ s formal culture (Cohan, 2002, p. 276). Apparently, Enron was successful for the reason that it set up a firm organization culture by means of the company’ s response at vital points in time of the company’ s history as well as in leadership actions in communicating and adopting fundamental principles like aspiration, innovation and flexibility (Gregoire & Arendt, 2004, p. 401).

The Enron’ s experience stresses the need for leaders to be thoughtful professions in recognizing and examining their personal management style as well as to search for a reasonable leadership approach. Dunne et al. (2008, p. 1057) are of the view that under any organisational ineffectiveness such as that seen in Enron there must be a leader who is core imbalanced to the company’ s approach. Even as Conroy and Emerson (2006, p. 501) claim that organisational culture will have an effect on leadership style as well as the explicit leadership capabilities used to a certain extent, the movie advocate that leaders’ approach must be balanced.

Leaders, for instance, will long to thoughtfully set demanding objectives for workers, but as well to design command that averts unprincipled actions against the set objectives (Moriceau, 2005, p. 792).

References

Cohan, J.A., 2002. "I didn't know" and "I was only doing my job": Has corporate governance careened out of control? A case study of Enron's information myopia. Journal of Business Ethics, vol. 40, no. 3, pp.275-99.

Conroy, S.J. & Emerson, T.L.N., 2006. Changing Ethical Attitudes: The Case of the Enron and ImClone Scandals*. Social Science Quarterly, vol. 87, no. 2, pp.395-410.

Cronin, B.E., Hiller, N.J. & Smith, R.S., 2006. Leadership: Seeing the Forest From the Trees. Corrections Today Magazine, vol. 68, no. 5, pp.28-31.

Dunne, P., Falk, H., Forker, J. & Powell, R., 2008. The market response to information quality shocks: the case of Enron. Applied financial economics, vol. 18, no. 13, pp.1051-66.

Estol, C.J., 2009. Accidental best neurocritical care in the Andes. The Lancet Neurology, vol. 8, no. 8, pp.697-99.

Gregoire, M.B. & Arendt, S.W., 2004. Leadership: Reflections over the Past 100 Years. American Dietetic Association. Journal of the American Dietetic Association, vol. 104, no. 3, pp.395-403.

Hayashi, A., 2007. Leadership Development through an Outdoor Leadership Program Focusing on Emotional Intelligence. Kinesiology Abstracts, vol. 19, no. 2, pp.27-41.

Hershberg, J.G., 2004. The United States, Brazil, and the Cuban Missile Crisis, 1962 (Part 2). Journal of Cold War Studies,vol. 6, no. 3, pp.5-67.

Hershberg, J.G., 2004. The United States, Brazil, and the Cuban missile crisis, 1962 (part I). Journal of Cold War Studies, vol. 6, no. 2, pp.3-20.

Karp, T. & Helgø, T.I.T., 2009. Leadership as identity construction: the act of leading people in organisations: A perspective from the complexity sciences. The Journal of Management Development, vol. 28, no. 10, pp.880-96.

Koeppel, D., 2005. Alive Again. Backpacker, vol. 1, no. 1, pp.76-79, 111.

Linthicum, C., Reitenga, A.L. & Sanchez, J.M., 2010. Social responsibility and corporate reputation: The case of the Arthur Andersen Enron audit failure. Journal of Accounting and Public Policy, vol. 29, no. 2, pp.160–76.

McKercher, A., 2011. A 'half-hearted response'? Canada and the Cuban Missile Crisis, 1962. McKercher, Asa, vol. 33, no. 2, pp.335-52.

Moriceau, J.-L., 2005. What can we learn from a singular case like Enron? Critical Perspectives on Accounting, vol. 16, no. 6, pp.787-96.

Walker, M., 2012. Missiles and myths: October 27, 1962 - the Cuban missile crisis. World today, vol. 68, no. 6, pp.28-38.

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