Management at Enron

Paper Summary:

This paper examines how the organizational culture and management style at Enron contributed to this culture of silence that both silenced critics and forced employees to go along with management's questionable decisions. It focuses particularly on the organizational style of Jeffrey K. Skilling, whose tenure as Enron's Chief Operating Officer is largely credited with sowing the seeds of Enron's destruction.

From the Paper:

"Skilling's micro-management style and rank and yank policies resulted in an intense competition among Enron executives. Robert J. Hermann, Enron's former tax counsel, described the culture of Schilling's Enron as "me first, I want to get paid...There were always people wanting to do deals that didn't make sense in order to get a bonus" (cited in Behr and Witt, "Visionary's Dream Led to Risky Business"). Whenever possible, Schilling reportedly used such financial incentives to shore up his "loose-tight" management style."

More papers on Management at Enron:

• Term Paper # 108076 : "Leadership at Enron"
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• Case Study # 75563 : "Enron: Applying Business Principles "

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