英国生理学论文不会写怎么办：有效管理
安然公司的案例研究连续争取控制在安然的高层管理清晰可见。两个有影响力的个人的安然与不同的领导风格,管理策略和决策技巧实现肯躺支持的竞争成为第二个权威公司的人(Gwilliam,2008)。这两个有魅力的领导人是杰弗瑞斯奇林和丽贝卡·马克。都有不同的业务战略的风格像斯奇林轻资产战略经营和马克有一个坚定的信念和沉重的基础设施资产丰富的哲学发展区域的水、能源和电信。功能的完整性是失踪在行政领导人的安然需要有效地管理公司。
斯奇林的人以极大的信心,智慧和决心,他甚至在他的决策能力的公司,有利于公司,安然公司做市商和流动性提供者的客户公司。他是一个有远见的人,证明了他的能力激励和惊人的创造力和承担风险的能力在许多的决策过程为公司的美好未来。他曾经鼓励进行的活动结果的最大化利润和增加安然公司的股票价值。虽然斯奇林好了一切他作为一个领导者和决策者,但利润最大化的动机是如此咄咄逼人,完整性的基本特质log-run成为取得成功的一个看不见的安然公司文化的一部分。
英国生理学论文不会写怎么办：有效管理
In the Enron case study a continuous struggle for control was clearly visible in the upper management of Enron. Two influential individuals of Enron with different leadership styles, managerial strategies and decision making skills were competing for achieving Ken Lay’s support for being number two authoritative person of the company (Gwilliam, 2008). The two charismatic leaders were Jeffery Skilling and Rebecca Mark. Both had a different business strategy styles like Skilling had asset light strategy for doing business and Mark had a firm belief on asset rich philosophy with heavy infrastructural developments in areas of water, energy and telecommunications. Feature of integrity was missing in the executive leaders of Enron which is necessary for effectively managing the company.
Skilling’s was a person with supreme confidence, intelligence and determination which he even revealed in his decision making skills for the benefit of the company that proved beneficial for the company and made Enron a market maker and liquidity provider to its client companies . He was a visionary and proved his skills with the inspiring and amazing creativity and risk taking ability on many accounts of the decision making process for the better future of the company. He was ever encouraging for undertaking of activities that results in maximization of profits and increasing the share value of Enron. Although Skilling had everything good in him as a leader and decision maker but the motive of profit maximization was taken so aggressively that the essential trait of integrity for achieving success in the log-run became an invisible part in the culture of Enron.
