“DO ALL COMPANIES HAVE TO BE EVIL?”
The qualities of both ethical and unethical are well portrayed in these two cases, Google has done many efforts to support and create a decent environment for all the staff and the results are amazing. Enron at first during the era of Kindler was superb and judging from the revenue gains, we can conclude that from early 1990’s to 1996 it was an exemplary season for Enron “When Enron operated with highly effective managerial system” (Shermer, 2008). The features of ethical behavior have to accompany transparency and accountability from all levels of the company. Kindler while at helm encouraged and even went to and extent of questioning his manager’s reports which they will, in turn, scrutinizes and question their junior staff under them. Transparent governance is the root of ethicality in a corporate world (Smither & London, 2009).
Google slogan “Don’t Be Evil” is the ultimate formality in defining what you should expect when you are transacting or in the boundaries of google (Shermer, 2008). Transparency and openness are one of the vital determiners of morals incorporates. Google moral code is a big plus to ethicality (Smither & London, 2009). Unethicality might be pressed by the urge to make a win in a cutthroat kind of competition. Enron allowed itself to be in a situation which ruined their reputations, George bush once quoted the company has having “few bad apples” henceforward the downfall (Shermer, 2008). Even though by nature humans are xenophobic and that is the reason we witness underpinnings of morality in modern companies. “Skilling evaluation and bonus system led to a lot of behind the scene wheeling” (Shermer, 2008). Skilling appraisal is one of the areas which resulted to immorality at Enron, the activities which did not happen in the light seemed to be evil in one way or the other. Infringement of employees was just a norm of each and every business day.
Reference
Shermer, M. (2008). Do All Companies Have to be Evil?. Scientific American Mind, 19(1), 48-51
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Smither, J. W., & London, M. (2009). Performance Management: Putting Research into Action. New York, NY: John Wiley & Sons.
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