Abstract
This paper argues that innovation in corporate America is essential. The author points out obstacles to innovation. The paper suggests ways to innovate.

From the Paper
"Innovation is the cornerstone of opportunity for corporations. With technological advances and a global economy companies must be more innovative and flexible than ever if they are to thrive. Fear of change within the corporate culture is the greatest obstacle to innovation and growth in corporations. Change is never easy or painless, but companies that do not innovate stagnate. Companies that stagnate become tempting targets for current and potential competitors and eventually fail. A company that avoids stagnation is playing to win. Playing to win requires trust and ..."

Tags:innovation, corporate america, change, challenge, reengineering

Abstract
In this article, the writer discusses that in relation to gender inequality in corporate America it is evident that a number of research methods would serve to establish evidence of a concern in this area, however, the most effective method must be determined in order for the research questions to be adequately answered. Therefore, an examination of survey, case study, biographical and ethnographic research is conducted.

Tags:gender, inequality, business

Abstract
This paper examines stress in corporate America, with an exclusive focus on men and how stress plays a role in heart attacks, hypertension, diabetes, strokes, and related health problems.

Abstract
This research conducts a thorough investigation into each generational cohort and identifies how each individual cohort interacts with another in order to bridge the gaps between them. The paper contends that, through mentorship from the top generation down, it will become the current managements' responsibility to insure the future of corporate America.

From the Paper
"With retirement for Baby Boomers being pushed to the right, Generation Xers existence of distrust and disloyalty to corporate America, and Millennials eagerness, yet appall to corporate rules and regulations, there exists a multitude of gaps within corporate America. There are also small remnants of those that established the corporate rules and regulations, known as an authority system, and built our present day workplace ethic, the Veteran Generation. To mind and manage these gaps, it has become apparent that proper motivation, generational cohort understanding, and renewed recruitment styles are required. Corporate America faces this challenge of binding together an amount of generations never before seen, and each of them are despairingly different, and it is for these reasons that management must come together to fill these gaps to gain a competitive advantage in this multigenerational marketplace.
"The Baby Boomers, unsure of their future as retirees, have held on longer to their upper management and empowered positions than those of their parents. This has caused a riff in the minds of Generation Xers, whom simply want to fill the shoes of their Baby Boomer generation counterparts and incorporate their ideas into the workplace, often ignored by their leadership. At the same time, Generation Xers are also concerned with keeping up with the technology savvy Millennials, whom are coming out of the college gates with new and creative ideas. The differences between these generations must be understood by management in order to create a successful and productive business. Additionally, each generation must understand the others intentions and objectives to fill the gaps and create a coherent work environment."

Tags:generation x, baby boomers, generation y, generation gaps, organizational behavior, organizational management

Abstract
The paper uses Archie B. Carroll and Ann K. Buchholtz's work "Business & Society: Ethics and Stakeholder Management" to determine how American business influences the culture of modern America, and if that culture also has a role to play in influencing corporations. The paper discusses the pressure on businesses to take social responsibility but, reveals that campaigners often merely petition for their own short-term goals and then break-up to form other groups. The paper relates how business managers see waste management as something which is not worth their while, but they must utilize corporate social responsibility (CSR) with employees. The paper comes to the conclusion that American corporations may have had an impact on American culture as a general notion, but culture has also put some pressure on corporations to change, or face the consequences.

From the Paper
"Modern businesses face a great deal of public pressure to be seen as 'good' businesses, which usually involves behaving in a socially responsible way, or at least being perceived to do so. Corporate Social Responsibility, or CSR, is one of the most talked-about aspects of business culture. Some reporters on CSR view it as a cynical exploitation of the current interest in social and environmental awareness, while others see it as an attempt by anti-corporate factions to knock big business by making them look corrupt."

Tags:waste, management, stakeholders, employees, pressure, groups, CSR

Abstract
The image of organizational ethics and the trust in corporate America suffered severely from the showers of Wall Street scandals, countless breaches of confidence and numerous example of abuse of power. The paper shows that among other factors, organizational ethics decline is often attributed to corporate greed, work pressure and stress, and lack of effective internal and external regulation. However, experts suggest that in times of distress and tough economic conditions it is more important than ever to remain faithful to personal and organizational moral principles. The paper analyzes the reasons that led to the corporate confidence crisis and looks at solutions to the existing problems. The study provides useful information concerning organizational ethics policies, analyzes various problems associated with moral behavior and decision making in the modern workplace and discusses several ways to improve and promote workplace ethics. The report examines the effects of the Sarbanes-Oxley Law, analyzes organizational internal processes aimed to build value-based corporate culture and discusses the benefits and challenges of formal educational training to advance ethical behavior in business. The paper includes tables and an outline.

Table of Contents
Executive Summary
Introduction
Corporate Scandals
The Concept of Workplace Ethics
Results of the Study
Organizational Ethics Policies
Reasons Behind Workplace Ethics Decline
Restoring Workplace Ethics and Trust
- Through Government Regulation: SOX
- Through Internal Mechanisms
- Through University Education
Summary
Appendix
Works Cited

From the Paper
"Perhaps that is the reason why many people believe that companies' ethical guidelines and codes of conduct are no more than a charade, used to show off in front of clients, business partners and competitors. After all, to be perceived as an ethical organization is one way to maintain a reputation for high standards. In addition, ethical behavior has a tendency to relieve public concern about social and environmental responsibilities, as well as to ease the pressure for government regulation. On top of that, according to Amy Zipkin (2000), the author of "Management: Getting Religion on Corporate Ethics," "taking a strong ethical stand helps shield senior officers from legal troubles.""

Tags:corporations, enron, merrill, trust, tyco, worldcom, xerox

Abstract
This paper examines two scholarly writings - : Neil Fligstein, (1987) "The Intro-organizational Power Struggle" and Gerald F. Davis, Kristina A. Diekmann, and Catherine H. Tinsley. 1994. "The Decline and Fall of the Conglomerate Firm in the 1980s." These articles are compared for their theories on the changes occurring in corporate America and which factors are responsible for these changes. It examines how these changes might have predicted the economic crisis of today.

From the Paper
"In Fligstein (1987) the history of corporate structure in America is addressed. During the early portion of the century, it was possible for the right person to be promoted from manufacturing into management. In the middle decades of the century, control of large firms fell on sales and marketing personnel. However, in the past 25 years, we have seen another shift, finance people now control large corporations. These changes were brought about by changes in organizational structure, anti-trust laws, and an increase in mergers since the end of World War II (Fligstein, 1987)."

Tags:corporation, fligstein, diekmann, tinsley, davis, institutional, organization, firms, internet, marketing, technology

Abstract
The purpose of this report is to educate upper-level management and line managers on the importance of employee morale. It first discusses what morale is and its significance in the corporate structure. Then it addresses who is affected by low morale and how. It also explains the high costs related to low employee morale, the critical role managers play in morale, signs of deteriorating employee morale, and techniques for improving morale. In the concluding pages, a proposal is presented on how upper-level management within corporate America can help improve morale. Some of the solutions include transformational training for managers, employee empowerment, improved ties between reward and performance, and improvements on basic employee practices, all of which can be implemented using a 7-step morale-boosting program described in the recommendations section of this paper.

Outline
Overview: Report
Introduction: Employee Morale Problem
Background: Corporate America's Morale Problem
What is Morale?
Significance of Employee Morale
Deteriorating Employee Morale
Case Studies
Recommendations: Ideas for Improving Employee Morale
Techniques for Improving Morale
Action Plan
Tying it All Together
Conclusion

From the Paper
"A great way to help upper-level management discover employee problems is through an employee satisfaction survey. A well-orchestrated employee survey can lead to high return rates and help uncover hidden many workplace problems. However in order to receive helpful information from these surveys they must: (1) establish clear goals and objectives, (2) ask the right questions the right way, (3) collect data the right way at the right time, and (4) ensure confidentiality. The most important thing is that management must take clear follow-up actions. After reviewing and collecting the data have a group meeting informing the employees on the findings of the survey, how management intents to go about addressing the issues, ask for feedback, and implement the necessary changes."

Tags:boosting, motivation, techniques, reward, performance

Abstract
This paper discusses how prep schools and elite colleges create the atmosphere for the creation of an elitist habitus which then shapes a very upper class point of view. The paper explains that along with this socialization, this process also opens up vast opportunities within corporate America for those individuals lucky enough to have been included in such upper class schools, and this in turn eliminates many opportunities for those within lower classes who do not have such access to the social spheres of elite upper class schools.

Tags:bourdieu, sociology, class

Abstract
This paper discusses the role that race and gender play in reaching top management positions within organizations. It looks at the changing trend of discrimination within corporate America. The paper focuses on the qualities of Kenneth Chenault, CEO of American Express and the effect that being African American may or may not have on the high level of leadership that he has achieved.

From the Paper
"U.S. News and World report describes Chenault as an affable and integrity filled executive (Farrel 72). Born on Long Island on June 2, 1951, Mr. Chenault joined American Express over twenty (20) years ago. Chenault spent many of his years in service to American Express climbing the corporate ladder. Before becoming the company's CEO he held a variety of senior posts, including a four-year run as chief operating officer. Chenault joined the company in 1981 as its Director of strategic planning. In 1989, he was named president of American Express' Consumer Card Group. During his reign, he oversaw increased sales in the faltering merchandise services and increased circulation in the company's charge card divisions. In 1993, he was named the president of American Express Travel related services. Two years later, he became vice chairman of the entire company and in 1997, he was named president and COO."

Tags:leadership, qualities, integrity