Q.1Who was the responsible for the downfall of Enron and Worldcom?

Ans. Causes of downfall:

Nontransparent financial statements did not clearly depict its operations and finances with shareholders
and analysts. In addition, its complex business model and unethical practices required that the company
use accounting limitations to misrepresent earnings and modify the balance sheet to portray a favorable
depiction of its performance.” The Enron scandal grew out of a steady accumulation of habits and values
and actions that began years before and finally spiraled out of control. In an article by James Bodurtha, Jr.,
he argues that from 1997 until its demise, "the primary motivations for Enron's accounting and financial
transactions seem to have been to keep reported income and reported cash flow up, asset values inflated,
and liabilities off the books."
Whistle blower an employee of the Enron responsible for the downfall.

Q.2What was the key factors for the collapse of the two companies in the view of
corporate governance?

Ans. A well-functioning capital market "creates appropriate linkages of information, incentives, and
governance between managers and investors. This process is supposed to be carried out through a network
of intermediaries that include assurance professionals such as external auditors; and internal governance
agents such as corporate boards." On paper, Enron had a model board of directors comprising
predominantly outsiders with significant ownership stakes and a talented audit committee. In its 2000
review of best corporate boards, Chief Executive included Enron among its top five boards. Even with its
complex corporate governance and network of intermediaries, Enron was still able to "attract large sums of
capital to fund a questionable business model, conceal its true performance through a series of accounting
and financing maneuvers, and hype its stock to unsustainable levels."

Q.3What do you learn from these examples?

Ans.
Accounting irregularities are cited directly in the cases

1.What Makes Companies Fail? Enron And Worldcom

Such is the case with Enron and WorldCom with fraud. Like Enron’s case, WorldCom reported to follow
unacceptable accounting practices.

2.Enron:Lapses in Ethical Decision Making Investors feared that what Enron, WorldCom,
and Global Crossing did would make it difficult to invest in a company of that nature.

3.Fraud
They delayed notifying the SEC after finding out about the problems at Enron. Another high
profile case is the SEC’s complaint against WorldCom,

4.Teaching Business Ethics

Also said that ethics were an individual choice (Ethics, Enron, and American ,The accountants
and finance managers at WorldCom certainly picked profit over .

5.Economy. WorldCom and Enron, also contributing to the large impacts on the
economy, followed the Enron scandal abruptly.
6.Ethics
In recent years, the impact of ethical debacles like Enron and WorldCom in the business
world have resulted in renewed discussions of ethical.
7.Bankruptcy impact on public co
The bankruptcy of WorldCom and Enron was a shock when it happened.
8. Financial Collapse
investors hastened to offer their life savings via the stock market.This statement has
plenty of credibility, after Enron, WorldCom,.
Results:In the Titanic, the captain went down with the ship. And Enron looks to me like the
captain first gave himself and his friends a bonus, then lowered himself and the top folks down the
lifeboat and then hollered up and said, 'By the way, everything is going to be just fine.'

Q.4Place your recommendations being a business consultant in order to stand the both
companies in the market?

Ans. Ten Things You Can Do to Avoid Being the Next Enron

Ten things your company can do to avoid being the next Enron:

1. Examine your ethical climate and put safeguards in place.

Corporations are composed of cultures. Consider conducting a formal assessment of your corporate culture from
the perspective of attitudes, perceptions, values, standards of conduct, pressures to commit misconduct,
communications, risks and vulnerabilities. Pay particular attention to your corporate values and how well they have
been internalized by your Board, senior leadership, employees at all levels and key stakeholders.

2. Don't just print, post and pray.

If you have a Code of Conduct or an Ethics Code, printing copies, posting them on the wall and on bulletin boards
is not enough. Codes of conduct are an outgrowth of company missions, visions, strategies and values. Thoughtful
and effective corporate codes provide guidance for making ethical business decisions that balance conflicting
interests.Codes of conduct need to be actual living documents encouraged and valued at the highest levels. Board
members and senior executives have to set an example for the type conduct they expect from others. Ethical
lapses at the upper echelons of management tend to be perceived as tacit permission to choose the "path of least
resistance" at lower levels. Senior management needs to hold itself to the highest standards of conduct before it
can demand similar integrity from those at lower levels.Executives who refuse to tolerate misconduct among their
peers and who actively seek to model high standards of honesty, transparency and trustworthiness can best
demonstrate the commitment to ethical conduct.

3. Build a robust ethics infrastructure that is self-sustaining.

Writing a code of conduct, supporting it at top levels and communicating it to employees is just a start.Corporations
should have a committee of independent non-executive directors on its Board of Directors who are responsibility
for ensuring that systems are in place in the corporation to assure employee compliance with the Code of
Ethics.Measures they recommend should include staff training, evaluations of compliance systems, appropriate
funding and staffing of the corporate ethics office, and effective protections to employees who "blow the whistle" on
perceived actions contrary to the spirit and/or letter of the Code.Many corporations establish independent "hot
lines" or "help lines" where employees can seek guidance when they are faced with an ethical when they
encounter unethical conduct in the workplace. Annual training on the code is becoming commonplace.

4. Publicly commit to being an ethical organization.

Go public. No, not an IPO (Initial Public Offering) an EPO: an Ethical Public Offering. Corporations that are open
about their ethical standards and conduct seem to be more trustworthy than those who stay silent. Some issue an
annual report of their ethics accomplishments and the challenges they faced. Other corporations openly post their
vision, values and codes of conduct on their web sites for public viewing.Every member of the Board of Directors of
a publicly listed corporation should be required to sign the Code of Ethics and pledge that she or he will never
support a Board motion to suspend the Code.All outside law firms and auditing firms that consult to publicly listed
corporations should be required to sign statements noting that they understand and accept the corporation's Code
of Ethics.

5. Separate auditing from consulting functions.

Allowing Arthur Andersen to both audit and consult with Enron created at least an appearance of a conflict of
interest. Subsequently, hiring Arthur Andersen employees as Enron employees who then managed the affairs of
their former colleagues made this a real ethical conflict of interest. The independence and integrity of financial
auditing organizations are fundamental to the stability and growth of American business and free markets
throughout the world. Auditing and consulting functions must be kept separate.

6. Talk with employees at all levels often!

Failure to communicate causes far more pain than smashing your thumb with a hammer. The sore thumb will heal
poor communication can be fatal These informal conversations give employees two sets of data. There is the
spoken information that is exchanged and the inferred data that employees glean from the more subtle
communications that accompany a manager's words.Employees basically want to know two things. They want to
know what is expected or required for them to survive and to be successful (tasks and ethics). They also want to
know "how they are doing" at this point in time (tasks and ethics).Communicate the following: Goals, Roles,
Expectations and Priorities.

7. Build ethical conduct into corporate systems.

Define your position as an ethical business. Provide employees and customers with a written pledge. These are
our values. This is how we define what is right, fair and good. We promise that all employees (at every level) of this
organization will treat each other and customers accordingly. Train your employees on their ethical responsibilities.
Teach people how to translate the pledge into specific actions that support the pledge and build trust. Provide
support and guidance to employees. Take time to share what you have learned about how the pledge applies in
particular cases within the organization. Measure your success. Implement simple systems to measure the
effectiveness of this ethics initiative. Determine if employees are living the pledge and measure the differences it
 makes to your employees, your customers and your bottom line. Reward those employees who choose to live the
promises and remove those who don't.

8. Establish an Ethics Committee to constantly keep the organization focused on the seven
main provisions of the Federal Sentencing Guidelines of 1991 in mind.

The Federal Sentencing Guidelines that became effective on November 1, 1991 require that "(2) Specific
individuals within high level personnel of the organization have been assigned overall responsibility to oversee
compliance with (the organization's) standards and procedures." We believe that oversight process involves seven
main functions to be addressed by an organization's ethics committee:

1.Guidelines to the appropriate personnel program.

2.Assume responsibilities for overall compliance.
3.Assure due care in assigning discretionary responsibility
4.Communicate the organization's standards and procedures
5.Monitor and audit compliance.
6.Serve as primary agent for enforcement and discipline.
7.Take the steps necessary to ensure that offenses are not repeated.

9. Choose to live your corporate values.

No compliance manual, regardless of its thoroughness, can cover every contingency. And, if one could be written
that did cover all possibilities, it would occupy so much space and be so cumbersome to use that its covers would
never be opened.By equipping employees with corporate-supported values and empowering them to make
decisions based on those values, you will free them to take action even when specific guidance isn't readily
available.

10. Keep the lines of communications open.

If you ask about what is going right, what is going wrong and what makes employees uncomfortable in their jobs,
you can usually identify pitfalls before you step into them. Communicate openly and honestly.

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