Commerce Is Creating Wealth For Society

Of course, the board does not confess to satisfying the greed for higher profits by taking these unpopular steps; they present all the process as catching up on the competitors. “GM has to do what it has to do in order to stay competitive, even if it means laying off thousands of people”, says a member of the board, and thus makes it more than clear that in a capitalist society the managers and the directors are concerned only with the profit maximization and with their own welfare, whereas the employees have to fight for their jobs in more and more unfavorable conditions. More than 30 000 workers have now lost their jobs, whereas the company’s chairman Roger Smith has just made $2 millions himself. The unions are no help at all in this moment. Supposed to increase the workers’ bargaining power, the unions have now become useless, since “too many people in the unions friends with the management”, whose interests, in this case, are completely the opposites to those of the workers.

Through written form and literary techniques, the book feed elaborates on many ideas that Anderson puts forth to the responder, one idea that is evident in the book is the idea of morality using it to show that corporations are in fact evil. Morality is the ability of humanity to distinguish between right and wrong, and once we have lost this capability we symbolically lose the core of our humanity. Anderson influenced by his social context where money is power writes “We Americans are interested only in the consumption of our products. We have no interest in how they are produced, or what happens to them once we discard them, once we throw them away.” The repetition of the word “we” and the high modality used in the

Shareholders were led to believe that CA was more profitable than it was, and consequently suffered enormous losses. They had either paid more than they should have for the stock, or held on to it when, if they had known the truth, they would have sold it. 12 This extra compensation was at the expense of shareholders. 13 Richards’ actions would be considered unethical under the utilitarianism position, as his actions harms others, and under deontological positions, as he did not follow rules. In this sense, Richards’ actions would be regarded as much more serious under a deontological position, than under a teleological-parochialism position. 14 Accounting flexibility, or financial reporting choice, may also

"After the Layoffs, What Next?" is a case study involving the aftermath of the downsizing of Delarks, a Midwestern clothing store chain. In this case Harry Denton, the architect of the downsizing, is able to orchestrate a considerable financial turnaround, but in so doing he alienates most of Delarks' remaining employees and most of Delarks' upper-management. Denton is an inexperienced CEO whose management experience rests solely in managing a national chain's flagship store in New York. Though Denton's restructuring of Delarks' business model will cause Wall Street to take notice and toast Denton's efforts, his inexperience may in the end eventuate in Delarks' collapse. Delark's downsizing was done in a rather abrupt way in which most laid-off employees were entirely unaware that they were about to lose their jobs. The problem Denton unknowingly faced was that the employee-pool at Delarks was very tight-knit where members felt as if they belonged to one big satisfied family, and the unexpected lay-offs caused great distress within the company.

Many practices that demonstrated the domination of social control were present in the Enron case. The earliest scandal of the company was the oil scandal of 1987. An auditor manipulated earnings and gambled, however, when these digressions were presented to the board, trader’s were neither fired nor disciplined, and were even encouraged to “please keep making us millions” which established the notion of valuing money above all else within the company's culture. Ken Lay even asked how much he would lose if he had fired the rogue traders, no matter the legality of their actions. Values are derived from social contexts and clear signals from management, such as the failure to punish an employee for a particular action. (O’Reilly and Chatman 171) Therefore, when management signaled the company’s core value, the employees listened.

Bethany McLean and Peter Elkind discuss the company Enron’s executives and how success made the executives lose touch with common decencies such as working alongside with women. This piece shows the imbalance with the treatment of sexes in the workplace and how money makes people insensitive to what is around them. The authors want to reach an audience of common people. They use the fall of Enron to warn about what happens when a business is lead with weak morals. McLean and Elkind shift the tone of the passages from exciting stories about the executives, to pointing out how the glitzy lifestyles are a façade to their collapsing business. This strategy makes the reader go from envy to concern about the priorities of the company.

Enron’s use of informal or social control as a means of guiding employee actions contributed to its illegal actions forwarded by a pervasively negative culture and led to the ultimate downfall of the firm. In order to examine how Enron made a greater use of social control than formal control, this paper will first propose frameworks that describe what social control are formal control are. Then, it will use key details from the documentary to show how Enron’s culture fit the a framework of social control that generated its actions. Finally, the paper will discuss how formal controls were in place but, display how these formal controls were minimized and not the primary catalysts through a discussion of espoused values. These arguments will then show how Enron’s greater use of social control to direct the actions of its employees led to the bankruptcy of the company and loss of the employees’ pension and life savings.

From an opposite viewpoint many companies find different ways to help survive and/or maintain their economic status by cutting back on hiring, layoffs, cut backs on advertising and marketing. In the article written by Thomas Cushman entitled The Moral Economy of the Great Recession, Cushman examines the Great Recession of 2008. During this economic catastrophe unemployment was on the rise, the housing market was dwindling at an alarming rate, both large and small business were affected. Countless Americans were misled into buying homes that they could not pay for. During this time moral order had to be reestablished and emphasis on ethical values. When an economy is thriving capitalism’s is limited and risks are covered by dissertation of wealth and an overall consecration of gaining and expenditure.

The significant finding from this article is that the world of finance is a very strange world. This world can offer opportunities to many, and at the same time, it can prove to be a mess for the others. Many people are not corrupt in their person, but by being negligent or by being careless, they fail at doing their duty successfully at some points in time. However, what the article talks about is the complete picture. Steven A Cohen faced a problem. He got entangled in an enormous financial mess.

Like several companies, Nortel stipendiary their executives with stock choices (Collins, 2011). This compensation solely inspired the tendency to be but honest regarding the company’s finances. author closely-held stock choices that solely inspired his actions to fulfill or beat the benchmark set by analysts. If Nortel’s earnings showed to be higher than the benchmark, Nortel’s stock costs would rise creating the stock closely-held by management to be even a lot of valuable. By tweaking the books to indicate the road earnings price as critical the allowable accumulation price he created the stakeholders assume that the corporate was creating extra money than it had been. “Nortel ne'er incomprehensible a benchmark over the sixteen quarters (Collins, 2011).” it had been too tempting to bump the numbers up so the stocks gave the impression to be value over they were. “Nortel’s accounting practices junction rectifier to AN investigation by AN freelance review committee, that found that insubordination with accumulation and accounting fraud were undertaken to fulfill internally obligatory earnings targets (Collins, 2011).”

““The name of the game, moving money from your clients pocket to your pocket”, Mark stated. “But if you can make your clients money at the same time it’s advantageous to everyone, correct?” “No, Mark replied…Okay, first rule of Wall Street-nobody and I don’t care if you are Warren Buffet or Jimmy Buffet- knows if a stock is going up, down or sideways, least of all stock brokers. But we have to pretend we know.”” (8)

“Enron: The Smartest Guys in the Room” shows us how basic human nature does not change, whether it is firing as a means to resolve disputes, or in the

In the wake of the recent financial crisis, many commentators attempted to analyze the roots of the conflict from a political or economic perspective. Anthropologist Karen Ho, a veteran of Wall Street as well as an academic, attempted to understand the reason that Wall Street behaves the way it does in her 2009 anthropological study of American finance entitled Liquidated: An ethnography of Wall Street from a cultural perspective. The central paradox with which Ho begins her book is: " the economy experienced not only record corporate profits and the longest rising stock market ever, but also record downsizings," further concentrating the wealth in America (Ho 2009: 1-2). But how can corporations grow richer as the American public as a whole grows poorer? Corporations no longer view themselves as responsible for taking care of their employees, creating good products, or serving their original mission. Instead, the focus is on generating shareholder wealth (Ho 2009:3). Shareholders, not the larger public, have become the symbolic and real focus of firm strategy. The shareholder "symbolized and 'stood in' for the whole of the corporation and became the sole locus of concern and analysis" during the time Ho conducted her study in the late 1990s and continues to this day (Ho 2009:175)

Business Industry has witnessed the outcomes of bad moral decisions taken by business leaders. Enron’s story is only one example of corporate scandals and cases of bad moral decisions, which has not only shaken the public trust in corporations, but also affected the bank accounts of investors and employees. Before the bankruptcy of Enron; it was included in one of the fortune 500 companies after its fraudulent accounting case the share went down to $1 (Enron scandal, 2010; PBS, 2002; Godwin, 2006; Godwin, 2008).

The overwhelming facts point to a shady underworld of self-dealing and opportunistic exploitation of the poor and working class, which was until recently, well hidden from the commoner. The executives of WorldCom and Enron provide real world examples of unethical business practices, where the desire to make money for their shareholders transcended into an addiction to greed and self-dealing that were displayed by their, “excessive pay, perks, and golden parachutes”(Carson 392) at the expense of all stakeholders. All is not lost, there are corporations that pride themselves in their sound business model and commitment to ethical business practices. Such companies as Eaton Corporation, and Weyerhaeuser, who according to Ethisphere.com, a business ethics watchdog, are among the “2010 World`s most ethical companies.” (Ethisphere)