ABSTRACT
Each standard addresses the issue of management responsibility in its own manner; however, they all focus on the commitment demonstrated by top management. Commitment by top management has always been the foundation to success, but actually identifying this specically as a critical success factor has, in the past, been more implied than actually practiced. Times are changing; standards actually not only state that management commitment is critical, but also outline specic criteria that must be demonstrated. Compliance activities must become a way of life beginning with the highest level and cascading down to all associates if created, managed, and supported effectively.
