Here is the synopsis of our sample research paper on HOW TEAM COLLABORATION AND EFFECTIVENESS COULD HAVE SAVED ENRON. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 4-page paper focuses on whether team concepts (such as collaboration and communication) could have helped prevent Enron's 2001 implosion. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTteamenro.rtf
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Unformatted sample text from the term paper:
executive leadership, led by Kenneth Lay, Andrew Fastow and Jeffrey Skilling, encouraged less of an espris de corps, but rather, focused on creating a culture of cutthroat competition. Sales were
the main thing, and the more employees could get, the better. This was so much so the case, that people started cutting ethical corners to get to these goals.
Perhaps the most notorious "management" tool coming from the Enron culture, however, was the "performance review committees," or PRCs, as they were dubbed.
The PRC, which ultimately was one of the harshest employee ranking system in the country, instead measured the amount of profits that could be generated, as opposed to the so-called
values of Enron of respect, integrity, communication and excellence (Williams, 2002). The higher the ranking score of employees, the closer they were to being fired (Williams, 2002). As a result,
everyone became motivated to "do deals" to post higher and higher earnings, no matter how those earnings were achieved (Williams, 2002).
Fierce competition resulted, as did paranoia and secrecy (Williams, 2002). Jeffrey Skillings division, in fact, was known for replacing up to 15% of its workforce every year (Williams, 2002). Clearly,
this was not a positive culture for building teamwork, collaboration or conflict management skills. Clearly, Enron has provided a great deal of
fodder for case studies concerning what not to do on an auditing and accounting level. But the culture at the company provides its own information for how not to handle
personnel. Successful team development relies on moving team members through various stages of development, from a collection of people with little, or nothing, in common, to a comprehensive unit, when
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