Problems Facing The Company And The Board Of Directors

Brooks attempted to cover up several of the schemes by obstructing the flow of proper information to the audit process. Brooks and others submitted false reports to auditors and even

Review “Just pucker and blow: An analysis of corporate whistleblowers” in Chapter 2. Please respond to the following:

HP did many things correctly when addressing the challenges for disruptive change. For instance, they organized a smaller team of “hungry” individuals from marketing, manufacturing, and research and development that moved the project away from the core group essentially acting as a small startup business. The smaller group was motivated to establish itself and prove their product was worthy of funding and upper management support. They also differentiated themselves by choosing team members that were uninterested in maintaining status in the company mainstream way of thinking. HP allowed a lot of leeway to the Kitty Hawk team in making decisions and providing financial backing to the project’s

The 1983 film Silkwood, was inspired by Karen Silkwood of the monumental Silkwood v. Kerr-McGee Nuclear Corp. (81-2159) whistleblowing case. Silkwood, a union activist and whistleblower who worked at the Cimarron, Oklahoma Kerr-McGee Nuclear Fuel Processing facility from August, 1972 through November 1974. While the activist was investigating alleged wrongdoing, specifically plutonium contaminations on her body and throughout her house, she was killed in a suspicious auto accident. The case portrayed in film shows implications for modern whistleblowers, set a precedent and was essential in creating proper protections for whistleblowers. This paper will analyze the context of Silkwood v. Kerr-McGee Nuclear Corp. in modern day whistleblowing.

The Carolina Wilderness Outfitters is a retailer for outdoor enthusiasts. The company was started in the 1930’s and grew to have a following of consumers from its North Carolina residents within fifty years of growth. The head of internal auditing Sue Ramos initiated an investigation after receiving a Tel & Tel report. The call that was noticed was from an ex-employee from the company alleging that there was wrongful termination that had taken place. Ms. Ramos had assumed that the investigation would be completed and she would be able to move on to more pressing matters until new evidence was presented last week showing issues with the accounting for the company. Ms. Ramos did not feel that the allegation made by the caller

And while anecdotal here, Kerry Heitz, a professional colleague preparing to exit after many years had been the epicenter of the leak and the unfolding firestorm in this tale of woe. It turns out that during a casual conversation with Christine over coffee, Kerry decided to seize the moment in this parallel universe. Being one of those trusted fiduciaries, he saw a pattern of significant abuses and took the unprecedented opportunity to propose linking executive bonuses to financial performance. Whether it was naivety or just trying to do right by the company, he should have realized that Christine had been kept uninformed by design. In any event, it didn’t take long before Kerry realized the error of his ways as the topic of that conversation eventually made its way back to Bill where it was not favorably received

Hewlett-Packard Company CEO, Mark Hurd turn out to be mixed up in the workplace. According to (Healthfield, 2012), “Mr. Hurd had failed to disclose a close personal relationship he had with a contractor that constituted a conflict of interest” .”Mr. Hurd also “failed to maintain accurate expense reports, and misused company assets.” This is an example that reflect ethical standards of conduct and financial reporting practices.

Equally important, as a Christian was her duty not to hide crooked actions of her employer which bother Sharon Waltkins for months as she kept silent about what was occurring. By the same token, the shareholder, the SEC, and the board of directors needed to be informed of what was taking place. Ultimately, after months of holding in the knowledge of crooked operation of the company. Mrs. Waltkins, anonymously dropped the documents into a box at work so that they could correct the situation. However, after another week of uncertainty, Mrs Watkins decided to meet with chairman Kenneth Lay, with her memo and was assured that the matter would be handled.

involved and questioned Al Dunlap‟s leadership. After calling a meeting with the board, Dunlap addressed the

According to Re Broadcasting Station 2GB Pty Ltd [1964–1965] NSWR 1648, the directors of the company did not breach their fiduciary duties for the reason that their decision was not against the betterment of the company. In the case, two of directors are also shareholders in another computer hardware supplier, Zabriski Pty Limited. However, they favor a change in the hardware supplier to Zabriski Pty Limited does not necessarily have harm to the enterprise.

The case study that was analyzed is, “Unauthorized Disclosure: Hewlett-Packard’s secret Surveillance of Directors and Journalists,” by Anne T. Lawrence, Randal D. Harris, and Sally Baack. The ethical issues presented through the case deal with Hewlett-Packard Company (HP). HP is a major international company in the computer and technology market. The company describes itself as a “technology solutions provider to consumers, business and institutions globally.” Their credo is called “HP way”, which focuses on points such as trust and respect for individuals, high level of achievement and contribution, business conduct with uncompromising integrity, objectives through teamwork, and encouragement of flexibility and innovation (Newman). The problems faced by HP’s board of directors were a lack of accountability with HP’s credo. If the “HP way” was followed by them, these ethical issues would be avoided. It also promotes a bad example by the high-level of management of this globally powerful organization.

RadioShack CEO Scandal revealed issues that can arise when there are poor corporate governance system, On the part of Roberts, hiring an employee without proper investigation about his biography was unethical. The CEO of the company, Leonard Roberts was carried away with David Edmondson brilliant ideas and he could not do a proper vetting about his biography and education background before promoting him as the CEO of the company which almost tarnished the image of the company when the truth was revealed, although Roberts took responsibility for his actions and he did his best by not repeating the same again and that was why he had to do a thorough vetting on Babrowski's resume before she was chosen as the next CEO of the company.

They went ahead to ask the cleaning staff to give them the papers they throw in the trash. All this was in an effort to get their hands on any information that could link the Microsoft Company and the interest groups that the oracle had cited. The detectives did not stop there; they went ahead to try and talk to a company that was in partnership with Microsoft. They offered them a bribe to buy their trash and any documents that had the dealings of Microsoft (Chan, 2005). The dealings of the group were said to have been out of order, but no proof was found to make sure that the dealings were unethical. The case has been cited as a major espionage case involving a corporate in recent

By the late 1990s, HP’s business was facing major problems which are reflected in its financial results. Despite a 9.71% increase in total net revenue, HP faced declining net earnings of 6% from 1997 to 1998. The company had also experienced a slow and decreasing growth in revenue in comparison to its main competitors. From 1996 to 1998, HP’s annual revenue growth decreased from 21.89% to 9.71%, while one of its main rivals, Dell, was able to maintain an over-40% revenue growth in each year within the same period. Moreover, HP’s failure to satisfy customer needs and catch

This report looks at the key strategic experience on the completion of the board meetings that are equivalent in the 3 year period of management at WRSX. The board meetings the data displayed a rarely consistent, positive and stable outcome overall as it was progressively increasing due to the group’s accurate decision making to an successful £5.22 of share price on the board meeting six. However By critically evaluating the board meeting three’s decisions WRSX able to consider the other alternative strategic actions that could have been made due to inconsiderate group decision that was made which resulted the share price to drop by £0.11 from board meeting two. Also the report will have a discussion on the theoretical frameworks that was uses in board meeting three and also which framework was used to maintain our decision making process (Appendix 1) .