Creating a Plan for Positive Influence

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Tyco International Ltd. was started by Arthur Rosenburg in 1960 and became owned publicly in 1964. Within 1973 to 2001, Tyco International Ltd. Grew swiftly amid the acquisitions of different companies with “annual revenues of more than $500 million and a net worth of nearly $149 million (Tyco, 2004-2009). The New York Stock Exchange depicts Tyco International Ltd. as a “diversified global provider of security products and services, fire protection and detection products and services, valves and controls, and other industrial products” (NYSE, 2009).” As a diversified company Tyco International Ltd. Comprise of five sections: ADT Worldwide, Electrical and Metal Products, Fire Protection Services, Flow Control, and Safety Products” (NYSE,…show more content…
Despite the fact that one can only wonder as to the capability of the ordinary level employees to decline to adjust the financial statements of Tyco International Ltd., is it likely that only Kozlowski and Swartz were enmeshed in the unprincipled acts? Are there other employees mixed up in the misconduct of Tyco International Ltd.? Will the level of violations to which the SEC accused Tyco International Ltd. entail the participation of various employees? If Tyco International Ltd. had put an effective OCB program in place to prevent unethical behavior, would such an occurrence have deterred or discouraged the irrevocable decisions of Kozlowski and Swartz? Or maybe the scandal that ensued was merely the illustration of one’s greediness overwhelming one’s moral beliefs? Conclusion With the level of unethical conduct and the level of the executives involved, it will be difficult to ascertain the impact OCB may have had on the alleged persons. Personnel are simply human who will act up intermittently, but individual actions should not have the power to virtually bring down a big organization such as Tyco International Ltd. Most companies are now realizing the effect of OCB on refining the degree of performance and productivity within

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