TAILIEUCHUNG - Ethical Choices and Legal Obligations_6

Tham khảo tài liệu 'ethical choices and legal obligations_6', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 146 Temptations in the Office My interest here in Jett and Kidder and yes GE doesn t go to trying to sort out the truth in this lurid financial version of a he-said she-said tale. What matters here is what we know about Jett s attitude before the scandal. What did Jett think when he was singled out for praise within the company and given the prestigious chairman s award for his apparently stupendous performance in 1993 as Kidder s top money-maker and awarded a bonus in excess of 8 million for his efforts Because of the magnitude of his success Jett was invited to speak to a gathering of 130 company executives at a Kidder conference held in Florida. Here s what Jett said to motivate has colleagues You do anything to win. You make money at all costs. 12 Anything to win Make money at all costs Really Now I don t for a moment think that doing anything to win was actually GE s policy. I admit I have a soft spot for the company because its lamps division kept my grandfather s electrical supply business supplied with product during the darkest days of the Depression. But with the exception of renegade outfits like Enron I don t think that would be the policy of any reputable company. I m not however talking about company policy. I m talking about attitudes and motivations. Achievement meeting or exceeding profit expectations in short winning these were the stuff of GE s core culture. After all Jack Welch defined the galvanizing mantra at GE to be that each business unit had to be either first or second in its market or it would have to be fixed or Welch scoffed at the idea that a culture focused on winning encouraged employees to cheat or cut corners to meet corporate goals. Joe Jett was thinking about GE s quarterly earnings sitting down there he asked rhetorically in an interview. Anybody with an IQ over 70 would know that Joe Jett didn t care about GE s earnings. He never thought about GE. He had a game going for himself. 14 WHAT WAS JETT SUPPOSED TO BE .

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