Enron : The Smartest Guys

1384 WordsApr 27, 20176 Pages
Enron: The Smartest Guys in the Room Organizational Movie Paper Enron Corporation’s failure in the year of 2001 has become a depiction of unethical corporate behavior for years to come. After having watched Enron: The Smartest Guys in the Room; I found many organizational communications course concepts could be brought to our attention within the documentary. To further our understanding, I will offer my insight as to how class-related concepts connect with the documentary by discussing how Enron developed strong organizational values by identifying certain heroes and their stories that developed their sense of strong risk taking as well as discussing Enron’s “rank and yank” system that can be asserted with F.W. Taylor’s work within…show more content…
Although Miller (2014) includes all four key components, I am going to focus attention on the first two, 1. Values are the beliefs and visions that members hold for an organization. 2. Heroes are the individuals who come to exemplify an organization’s values. These heroes become known through the stories and myths of an organization. This theory can be described as a way in which organizational members collectively interpret the organizational world around them in order to define the importance of the organizational happenings. Upon watching the documentary, one could conclude that Enron’s bosses created a culture of pushing limits and taking risks. From the movie, we understand that Jeff Skilling was known to be a nerd as well as others within Enron. It seemed as though Jeff had woken up one day and decided to change himself by wearing contacts instead of glasses, changing is wardrobe, and doing some modeling. As he changed, so did others who worked under him for the fact that they saw Skilling as their hero. With time, it has been noted that Jeff became some sort of tragic figure. He became a man who was radically different than how he portrays himself. It was known that Skilling was a huge risk taker and he often talked about, and then started to manifest in trips that he began to lead with small groups and customers that were often times dangerous. These

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