The Enron management should have identified their sole purpose after which the identification of the actions and imposition of responsibility to each employee become clear. The management should have in any manner produced a minimum threshold for performance of employees, and support those who fair poor or below the threshold. Along with control, it is necessary to implement liberal measures for employees to make them feel belonged to the organisation Markham, 2006). There was a necessity of integrating all those practices which played a direct role in the origin of the fraud, which could have surfaced the origin much earlier than when it actually arose and became uncontrollable.
Enron could have avoided the fraud, if it was sensible enough about the perils of excessive freedom of decision, and being fearful about one’s unethical, practices by assuming their dire consequences. Liberal attitudes, yet strict adherence to working culture could have made the employees responsible. Issues of control and implementation problems can be overcome with thoughtful measures and application of motivational features of strategies.