This case study highlights a major threat. Be

Boards of directors that are under

Regulatory and legal pressure today, they can

Lose sight of the need for a suitable

Its responsibilities range

Those of management. The cross is a board

To solve it as if it works when the range

Hold management problem rather than

Responsible for solutions.

The board should demand that senior management

As leaders plan to follow rules

Those imposed by Sarbanes-Oxley; For meeting

Such as moral obligations to promote moral,

havior and creating a diverse workplace; And

To achieve business goals that are criti

Cal for success in the highly competitive market

New product development, productivity IM

provements, global expansion and so on, and so on. But

AC Management is holding a board

Countable, should not take on board

Construction or execution of such policies.

Chip Brownlee, Galvatrens CEO and

Sid Baydown, General Counsel, are clearly

Is committed to improving and best business prac -

tices and has clearly accepted responsibility

Ity to deal with the situation at hand.

There is no evidence of a widespread problem

Raise fundamental questions that

About their moral values ??or company

Culture. Lim channel stuffing scheme

Ited in scope and never got off the ground.

Greg Wilson, the architect, and her boss, Terry

The plan failed to disclose the sample,

Are no longer with the company. Although

Harry Mart, COO, and Terry, deceased

Senior vice president of sales, were not

Appropriately, their actions appear to

Instead of management shortcomings were isolated

Bad behavior patterns.

Independent directors should not be

Terfere CEO in management issues

Clearly took responsibility for

ING. Instead, the board should evaluate how

CEO