Since WorldCom's inception there has always seemed to be a tradition of running the company as if it only had about 100 employees. There was a "good old boys" mentality among the few who ran the company and if you were outside that circle you were only told what they wanted you to hear. An unspoken rule among employees was to do what you were told without asking questions or risk the consequences. An example of this situation occurred when senior management member Gene Morse told an employee “If you show those damn numbers to the fucking auditors, I'll throw you out the window” (Kaplan, R.S., & Kiron, D., 2007 , p. 3).WorldCom has shown no concern regarding the need and obligation of an employee to express concerns about matters relating to their job function. “Employees felt they had no independent outlet to express concerns about company policies or behavior” (Kaplan et al., 2007, p. 3). This treatment created a climate of fear among employees and strengthened the management team's ability to keep knowledge and decision making at their fingertips. Transparency and full disclosure were non-existent for both employees and investors. Employees were told to “spend whatever was necessary to generate revenue, even if it meant that long-term costs…exceeded short-term gains” (Kaplan et al., 2007, p. 4), which it created an expensive and underutilized network. spine. Checks and balances have always been established to ensure that money is invested in the best interests of the company and its shareholders. Over time these decisions would lead to complete failures at every level and would help create a scandal worth millions of dollars. WorldCom stock was once estimated to be "worth $180 billion"... middle of paper... a real market with lots of innovation and some people who don't necessarily want to play by the rules. But that doesn't mean we should stop trying to regulate and prosecute violators” (Benner, 2010, para. 8). ReferencesBenner, K. (2010). Sarbanes-Oxley is a failure - March 24, 2010. CNN Money. Retrieved January 17, 2012, from money.cnn.com/2010/03/23/news/economy/sarbanes_oxley.fortune/index.htmKaplan, R.S. and Kiron, D. (2007) Accounting Fruad at WorldCom, 1-18. Retrieved from http://cb.hbsp.harvard.edu/cb/pl/11562378/11562382/0a1c198fe80aa631fc4498e20028747fRobbins, S. P., & Coulter, M. K. (2012). Social responsibility and ethics. Management (11th ed., pp. 150-177). Harlow: Pearson.Worldcom Stock Price - Worldcom Stock Prices - Worldcom Stock Price Chart - Agonist Learning Center. (2009). The agonist. Retrieved January 17, 2012, from http://agonist.org