Essays on Management and Leadership Self-Development Project - Enron Corporation Case Study

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The paper 'Management and Leadership Self-Development Project - Enron Corporation " is a good example of a management case study. Management and leadership self-development project unit has enabled me to understand better how management and leadership contribute to the success of any organisation. Numerous organisations across the world are effective and efficient in their operations through sound leadership from the management (Adeniyi, 2007). However, some organisations have failed because organisations did not follow sound management strategies and also professional requirements. For the purpose of this analysis, Enron Corporation which collapsed in the early 2000s can be utilised as an example of an organisation that failed in its managerial requirements and leadership fundamentals.

In addition, I will utilise my extensive learning and information from my personal life and history in developing my understanding regarding this unit. Chapter 1: Management Before starting this unit, I understood partially requirements of management and what managers were supposed to fulfil. However, through the unit, I understood the different capabilities and operations of managers. I did not know principal managerial functions such as planning, organising, leading and controlling were specifically attributed to managers.

In the case of Enron Corporation, the management was not able to manage efficiently the four core functions of managers and may have contributed to the Enron scandal (DuBrin, 2008). Even if they knew what was happening, the organisation management was not able to address the issue. For example, the requirement for managers is to organise operations and control but Enron management was not able to fulfil these functions. The managers were not able to analyse and monitor accounting requirements and thus accounting loopholes were maximised on translating in the failure of the organisation (Adeniyi, 2007).

In addition, I have come to understand managers are responsible for the entire operations of an organisation. From the lower managers to the head of departments are responsible and all their activities revolve on the four fundamentals of an organisation. Also, I have come to understand globalisation is another force that management should embrace and ensure that an organisation maximises on benefits associated with internalisation (Lawler and Bilson, 2009). Therefore, the unit has improved my understanding of the requirements of managers and also what these managers should fulfil. Chapter 2: Evolution of Management Management has been around for a long time and it showed itself from different perspectives.

Not only in the human environment is that leadership seen but also in the animals’ world. For example, a queen in a colony of bees defines and dictates the direction in which the colony should follow. Also, in history, we read extensively about Pharaohs and historical leaders shaping the future of their regions. This illustrates the evolution of management from a period whereby it was based on environmental factors such as Kingdoms and Knights to a period whereby management is not only based on loyalty but also academic and experience credentials.

In the unit, I have been able to trace management from scientific management theory to organisational environment theory. Information from lectures and numerous books that I have read have made me realise that the evolution of management has experienced different scenarios and theoretical challenges and benefits (Adeniyi, 2007). Some management theories and frameworks may have worked on a specific orientation but others may have been applicable to different environments.

For example, it is difficult to utilise the organisational environment theory with generation X employees. Conversely, it is also difficult to manage employees of Generation Y with ideas from scientific management theory. This illustrates the importance of ensuring human resource development is championed to factor into consideration these changes to ensure an organisation becomes successful. Moreover, through the evolution of management, it has provided an opportunity in which maximisation of organisation resources is encouraged. Another important pointer of the evolution of management is how tasks are completed and hence guides how management theories affect different periods.

I have come to understand scientific management theory was favoured because of technological and environment requirements at that period. This can be compared with organisational environment theory, which factors advancement in technology and frequent changes in environmental requirements. Generally, learning of management theories has helped me understand better development of management approaches.

References

Adeniyi, M. 2007. Effective Leadership Management: An Integration of Styles, Skills & Character for Today's CEOs. London: AUthorHouse

Armstrong, M. 2012. Armstrong's Handbook of Management and Leadership: Developing Effective People Skills for Better Leadership and Management, 3rd Ed. London: Kogan Page Publishers

Armstrong, M., and Stephens, T. 2005. A Handbook Of Management And Leadership: A Guide To Managing For Results. London: Kogan Page Publishers

Burke, R., and Friedman, L. 2011. Essentials of Management and Leadership in Public Health. London: Jones & Bartlett Learning

DuBrin, A. 2008. Essentials of Management, 8th Ed. London: Cengage Learning

Lawler, J., and Bilson, A. 2009. Social Work Management and Leadership: Managing Complexity with Creativity. London: Routledge

Manion, J. 2011. From Management to Leadership: Strategies for Transforming Health, 3rd Ed. New York: John Wiley & Sons

Rigolosi, E. 2012. Management and Leadership in Nursing and Health Care: An Experiential Approach, 3rd Ed. London: Springer Publishing Company

Rothstein, M., and Burke, R. 2010. Self management and Leadership Development. London: Edward Elgar Publishing

Spellman, R. 2011. Managers and Leaders Who Can: How you survive and succeed in the new economy. London: John Wiley & Sons

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