Essays on Enron - Business Ethics and Social Responsibility Case Study

Download full paperFile format: .doc, available for editing

The paper “ Enron - Business Ethics and Social Responsibility” is a provoking   example of the case study on human resources. In any given organization, it’ s is people who provide leadership and followership. In other words, for the success of any organization, the presence of a competent workforce is paramount for the success of the set goals and objectives (Caldwel 2001). It is people who formulate strategies that are aimed at helping the organization be competitive in the ever dynamic business arena. It is hard to understand the causes of organizational behavior without having a very deep understanding of people of it is them, who drive the entire organization.

It is a matter of fact that, organizations can be defined as major social units devised by people to get things done. In many organizations however do not value people and thus take them for granted and mistreat them and in such organizations, accountability or stewardship is not part of their leadership (Caldwell 2004). It is worth noting that, in any organizational operations, there are high chances that working with people is inevitable. No matter how hard one tries to remain isolated from the other, regardless of the position in the organizational hierarchy, the constant involvement of people is inevitable.

This, therefore, entails that, treating people accordingly in the organization is of great importance (Healy & Palepu 2003). This is further attributed to the fact that unhappy and dissatisfied employees contribute to the downfall of the organization for customer satisfaction is correlated to employee satisfaction. To improve profitability and performance, organizations must make sure that the employees are well taken care of and satisfied. Additionally, in managing people, adhering to the factors related to the same is of great importance.

For instance consistency, respect, inclusion and honesty are a prerequisite in peoples management (Healy & Palepu 2003). In this case, team members should be treated in a comparative way without any traces of favorites and discrimination. In the team, diverse skills are inevitable, these differences must be treated with repect or rather they should be respected. Inclusion means that, all team members make different views and their views should be considered. Lastly, honesty should be present in whatever is going bad or is faring well in the organization.


Caldwell, R. (2001). Champions, adapters, consultants and synergists: the new change agents in HRM,. Human Resource Management Journal, 11(3) , 39–52.

Caldwell, R. (2004). Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’ perceptions of progress in implementing HRM,,. Industrial Relations Journal , 35(3), pp 196–215.

Conroy, S.J., & Emerson, T.L.N. . (2006.). Changing ethical attitudes: The case of the Enron and ImClone scandals. . Social Science Quarterly, 87: , 395-410.

Ghoshal, S. (2005). Bad Management theories are destroying good management practices. Academy of Management Learning & Education, 4: , 75-91.

Giacalone, R.A., & Thompson, K.R. (. 2006. ). Business ethics and social responsibil education:Shifting the worldview. . Academy of Management Learning & Education, 5: , 266-277.

Gundlach, M.J., Douglas, S.C., & Martinko, M.J. (2003). The decision to blow the whistle: A social information processing framework. . Academy of Management Review, 28: , 107 123.

Harle, T. (2005). . Serenity, courage, and wisdom: Changing competencies for leadership. . Business Ethics: A European Review, 4: , 348-358.

Hartman, E. (2006.). Can we teach character? An Aristotelian answer. Academy of Management Learning & Education, 5: , 68-81.

Healy, P.M., & Palepu, K.G. . (2003). . The fall of Enron. . Journal of Economic Perspectives, , 17: 3-16.

Henle, C. (2006). Bad apples or bad barrels? A former CEO discusses the interplay of person and situation with implications for business education. . Academy of Management Learning & Education, 5: , 346-355.

Koehn, D. (2005). Transforming our students: Teaching business ethics post-Enron. Business Ethics Quarterly , 15: 137-151.

Levinthal, D., & Rerup, C. ( 2006.). Crossing an apparent chasm: Bridging mindful and less mindful perspectives on organizational learning. . Organization Science, 17: , 502-513.

Locke, E. (2006). The current crisis in ethics: A way out of the morass. Academy of Management Learning & Education , , 5: 324-332.

Prentice, R. (2003). Enron: A brief behavioral autopsy. Behavioral Decision Theory , 417-444.

Download full paperFile format: .doc, available for editing
Contact Us