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How does organizational structure and culture impact on business performance
Determinants of corporate culture
How does organizational structure and culture impact on business performance
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AIG’s corporate culture played a big role in its downfall. They seemed to be more concerned about their own personal gains in the short run than what the effects were going to be in the long run. The company did very poorly and accumulated billions of dollars in the red, and still many top executives were getting paid in cash bonuses after the bailout. These bonuses amounted to almost 2-3 times their salaries they earned before the bailout. AIG’s focus was on the reward system this placed little responsibility on executives who made poor decisions. This resulted in many believing AIG had neither concern nor acknowledgement to changing their ways. Also, shortly after the bailout AIG spent over $300,000 on a conference held in phoenix at a lavish resort. This did not sit very well with stakeholders. AIG executives and upper management time and time again were showing little change in business practices even after the bailout.
AIG’s corporate culture also played a role in its downfall by allowing higher-risk transactions to continue time after time. Even though the risk was...
Another reason for Enron’s bankruptcy was the unnecessary personal spending by corporate managers. It was a direct loss to the company’s shareholders. In the later stages before its bankruptcy, the luxuries were paid from the company’s borrowing, as it had no real profits. Therefore in the later stages, the creditors were at a loss rather than its shareholders.
Many organizations have been destroyed or heavily damaged financially and took a hit in terms of reputation, for example, Enron. The word Ethics is derived from a Greek word called Ethos, meaning “The character or values particular to a specific person, people, culture or movement” (The American Heritage Dictionary, 2007, p. 295). Ethics has always played and will continue to play a huge role within the corporate world. Ethics is one of the important topics that are debated at lengths without reaching a conclusion, since there isn’t a right or wrong answer. It’s basically depends on how each individual perceives a particular situation. Over the past few years we have seen very poor unethical business practices by companies like Enron, which has affected many stakeholders. Poor unethical practices affect the society in many ways; employees lose their job, investors lose their money, and the country’s economy gets affected. This leads to people start losing confidence in the economy and the organizations that are being run by the so-called “educated” top executives that had one goal in their minds, personal gain. When Enron entered the scene in the mid-1980s, it was little more than a stodgy energy distribution system. Ten years later, it was a multi-billion dollar corporation, considered the poster child of the “new economy” for its willingness to use technology and the Internet in managing energy. Fifteen years later, the company is filing for bankruptcy on the heels of a massive financial collapse, likely the largest in corporate America’s history. As this paper is being written, the scope of Enron collapse is still being researched, poked and prodded. It will take years to determine what, exactly; the impact of the demise of this energy giant will be both on the industry and the
...o turn their securities back into AIG and demand billions of dollars. AIG was faced with a problem and they had to start asking subsidiary insurance companies to liquidate their pension and insurance holdings so they could cover their losses. If this happened those customers would have received a fraction of the money due to them and would ensure a global crisis. Of all the people complaining about AIG, Goldman-Sachs was doing it the most frequently and the loudest. An audit of AIG showed that they had no liquidity to pay off the bulk of what they owed so the Federal government issued a bail out of $80 billion which later elevated to $200 billion. Goldman-Sachs received the largest percentage of that $200 billion and would have torched the entire country in order to get that money that felt they deserved; and the housing-market bubble was just at the beginning of it.
The diagnosis of bipolar I disorder with acute manic phase is made for Ms. IC after rule out medical condition and substance abuse.
In the midst of the current economic downturn, dubbed the “Great Recession”, it is natural to look for one, singular entity or person to blame. Managers of large banks, professional investors and federal regulators have all been named as potential creators of the recession, with varying degrees of guilt. No matter who is to blame, the fallout from the mistakes that were made that led to the current crisis is clear. According to the Bureau of Labor Statistics, the current unemployment rate is 9.7%, with 9.3 million Americans out of work (Bureau of Labor Statistics). Compared to a normal economic rate of two or three percent, it is clear that the decisions of one group of people have had a profound affect on the lives of millions of Americans. The real blame for this crisis rests on the heads of the managers that attempted to play the financial system through securitization, and forced the American government to “bail out” their companies with taxpayer money. These managers, specifically the managers of AIG and Citigroup, should be subject to extreme pay caps for the length of time that the American taxpayer holds majority holdings in their companies, as a punitive punishment for causing the Great Recession.
There are even challenges of sustaining employee morale and culture in a business. Culture begins with the CEO, and executives, and is passed down through training and mentoring to managers and entry level employees. Wells Fargo’s culture seems to have been maintained for the most part, but in the context of pressure and competition it changed drastically. The fact that employees felt the need to participate due to pressure and fear that if they called the ethics hotline they would be fired, speaks volumes about how important gaining more customers meant to executives pushing the competition. According to Business Ethics: Ethical Decision Making and Cases cultural relativism is “the concept that morality varies from one culture to another and that ‘right’ and ‘wrong’ are defined differently” (John Fraedrich, L. F., 2017). In the case of Wells Fargo, their wires are crossed in their ideals of right and wrong. Most decisions are not black and white in cultures—there are always grey areas. Pertaining to cultural realativism, “by defending the payment of bribes or ‘greasing the wheels’ of business and other questionable practices in this fashion” Wells Fargo has gone above and beyond with their cultural
Jake Clawson Ethical Communication Assignment 2/13/2014. JPMorgan Chase, Bailouts, and Ethics “Too big to fail” is a theory that suggests some financial institutions are so large and so powerful that their failure would be disastrous to the local and global economy, and therefore must be assisted by the government when struggles arise. Supporters of this idea argue that there are some institutions that are so important that they should be the recipients of beneficial financial and economic policies from government. On the other hand, opponents express that one of the main problems that may arise is moral hazard, where a firm that receives gains from these advantageous policies will seek to profit by it, purposely taking positions that are high-risk, high-return, because they are able to leverage these risks based on their given policy. Critics see the theory as counter-productive, and that banks and financial institutions should be left to fail if their risk management is not effective.
The company was taking the big risks of financial. Due to the firm was started winding down after collapse of the Bear Stearns hedge fund. The firm also had accumulated a very large commercial real estate portfolio. The CEO of the firm believed that it had sufficient funds to tackle the problems after borrow money from the federal reserved investment.
...th a growing proportion of elderly people. Global market dynamics and innovations in big data and social networking are transforming the business strategies of companies everywhere—and forcing them to rethink fundamental rules of engagement. For better or worse, the future entrepreneurs will have to surface as one the most disruptive forces. As big data pushes for alternative ways of working – proactive solutions that drive information must quickly figure out which new policies and tools can be utilized most effectively. This grants enormous opportunities for key technological breakthroughs that will be needed for the next generation of transport.
Horton (2009, p. 221) argued that this type of government intervention in the free market economy has been a historical mistake that stifled competition and both economic and legal luminaries concurred that this approach is a hindrance to economic growth. It is widely known that the 2008 crisis stemmed from unethical behavior in the subprime mortgage market. The question that FMC leaders faced at that juncture was whether to accept the TARP funds or not. In the following sections, I demonstrate why this was an ethical dilemma, and provides an incisive analysis of how FMC used this defining moment to transform the company into one of the leading ethical company worldwide.
Effective September 25, 1990, the management of the General Motors (GM) Parma, Ohio, stamping plant finalized another three-year local agreement with the United Auto Workers' Union (UAW), Local 1005. It was the second local agreement they had negotiated together on time and without intervention from Detroit, since Parma's self-described revolutionary agreement seven years previously. It was revolutionary because Parma's management and union had abandoned their old hostilities and incorporated a team-based approach to work, setting Parma in a new direction. The 1990 agreement formally documented their joint priorities of team-based workgroups, extensive employee training, and a supportive working environment. The assistant personnel director for hourly employment, Bill Marsh, felt that, although this was another positive step in their ongoing relationship with Local 1005, the negotiating process seemed more "traditional" than the previous negotiation in 1987. Bob Lintz, the plant manager, agreed. Unexpectedly, the new Shop Committee chairman, who is Local 1005's prime negotiator, had introduced over 600 demands at the start of Parma's local contract negotiation. Even though management and the union were still able to finalize an agreement quickly, the tension created by the enormous list of demands still lingered. It could destroy the collaborative relationship that had been built over the past decade between management and the union leadership as well as the openness that Bob Lintz had managed to foster between himself and the hourly employees.
In modern day business, there can be so many pressures that can cause managers to commit fraud, even though it often starts as just a little bit at first, but will spiral out of control with time. In the case of WorldCom, there were several pressures that led executives and managers to “cook the books.” Much of WorldCom’s initial growth and success was due to acquisitions. Over time, WorldCom discovered that there were no more opportunities for growth through acquisitions when the U.S. Department of Justice disallowed the acquisition of Sprint.
Enron was in trouble because of something that almost every major corporation during this time was guilty of. They inflated their profits. Things weren't looking good for them at the end of the 2001-year, so they made a common move and they restated their profits for the past four years. If this had worked to their like they could have gotten away with hiding millions of dollars in debt. That completely admitted that they had inflated their profits by hiding debt in confusing partner agreements. Enron could not deal with their debt so they did the only thing that was left to do, they filed for chapter 11 bankruptcy. This went down as one of the largest companies to file for bankruptcy in the history of the United States. In just three months their share price dropped from $95 to below $1.
While portrayed as a merger of equals, the resulting firm did not survive for long, as the two companies ended their relationship in 2013 (Yellin, 2010). Leaders in both companies had hoped to use the merger to improve their competitiveness, specifically, their ability to provide the best products and services to their target consumers. However, this goal was not realized as the two companies failed to integrate their operations and cultures leading to mistrust and insubordination. At the center of the failure, differences in organizational culture have been highlighted as a major factor that contributed to the collapse of the merger (Gale,
However, in December 2001 Enron became global interest as the debts of the firm unfolded which led to the largest bankruptcy in US history at that time yet sharehol...