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The Enron Scandal

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Why Enron Failed
By Suzy Bills
In 2001, Americans were appalled to learn of the unethical practices carried out by leaders and other employees of Enron (as well as its accounting firm, Arthur Andersen). Enron used various methods of deception to appear more profitable than it really was, including through creating off-the-book entities to which Enron transferred its substantial debt (Jennings, 2005). While the company’s stock rose, so did its debt, and company leadership began using insider information and trading millions of dollars in company stock. When the scandal and impending bankruptcy were revealed, the company’s stock decreased from $90 to less than $1, a devastating hit to the financial market and numerous investors and employees (Betz, 2002). While the public was shocked at the numerous unethical financial practices, several organizational behavior theories, when applied to Enron, explain how such unethical activity could be permitted to take place.
Chima (2005) describes organizational behavior as the result of the decisions of those who have obtained decision-making power, with the decisions reflecting the decision makers’ assessment of what is economically and politically beneficial for themselves and the company. Enron’s executives allowed themselves to be motivated much more by what would benefit themselves than what would truly benefit the company. The political model of organizational behavior describes this focus on self-interest (Chima, 2005). Money, greed, arrogance, and hubris led company executives to lose focus on working for the good of the company and to act unethically (Gini, 2004).
Impacts of Company Executives and Managers
Company executives and managers directly impact the ethical direction of a company. When the executives and managers are ethical, employees are more likely to act ethically. Enron’s leadership may have been

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