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原文:
Leadership,Culture and Employee Deceit:the case of the National Australia Bank
The National Australia Bank(NAB),one of Australia’s largest bank,announced losses in 2004 of AUD$360 million due to unauthorized foreign currency trading activities by four employees who incurred and deceptively concealed the NAB had in place risk limits and supervision to prevent trading desks ever reaching positions of this ,the risk management policies and procedures proved purpose of this paper is to analyse the deceit,via a content analysis of official investigative reports and other published documents,to determine the extent to which the Bank’s culture and leadership may have influenced the rogue trades’ findings suggest that cultural and leadship may have influenced the rogue traders’ findings suggest that cultural issues,and the role played by the Bank’s leaders,were influential in creating a profit-driven culture that ultimately impacted the Bank’s foreign exchange operating activities.
Keywords:Australia,banks,board of directors,risk management,business ethics
The case of the National Australia Bank
The rogue traders
The four traders involved in the currency options trading losses were Luke Duffy.
Table1:Schein’s six primary mechanisms
Mechanism
Description
leaders pay attention to,measure,and control
Attention is concerned municating signals to employees on important -level staff will continually align their focus with their leaders by being alert and interested in their leaders concerns,satisfactions and criticisms
to crises
The manner in which leaders and others react to a crisis reveals important underlying assumptions and creates new norms,values and working though a crisis is a matter of perception,Schein(2004) asserts that anizational crisis tests a leader’s values and makes them visible for everyone to (2004)further sta