how to create barcode in vb.net 2010 Copyright 2004 by The McGraw-Hill Companies, Inc. Click Here for Terms of Use. in Software

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Copyright 2004 by The McGraw-Hill Companies, Inc. Click Here for Terms of Use.
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stock price only had to rise modestly in order for these options to pay off handsomely. Executives granted options, for example, with a $10 exercise price when the stock was trading at $10 a share, had to do very little in order to turn a profit. If they kept their feet under their desks and made sure nothing went horribly wrong, they made out handsomely as the stock price rose. Stock price appreciation, over the long term on average, runs 10 to 15 percent per year. Is it good governance or management to provide huge rewards just because things are rolling along I do not think so. The truth is all of us who are involved in compensation whether consultants designing pay packages, board members approving compensation, or executives on the receiving end are facing a kind of reckoning. We have to move beyond the academic point of option expensing and look at the bigger picture looming in the background. This picture has been clouded with lucrative stock options granted without a clear set of performance criteria, since current or old accounting rules made that difficult and unwieldy. Few of us ever stopped to think about the why of the compensation packages that increased several hundred percent in the last eight to ten years. The accounting issue is really an invitation for companies, boards of directors, and the compensation consultants who advise them to become more accountable. Measurement is the key to accountability. As the saying goes what gets measured gets managed. When we account for things, we are held accountable for our actions. Checks and balances are introduced into the system. Compensation is payment for something. Executives are rewarded and should be rewarded well for excellence, innovation, and healthy risk-taking to move the company forward. Whatever that compensation looks like whatever combination of cash compensation, stock, and stock options are offered there must be commensurate accounting for how that money is earned. The accounting rule change, therefore, will only be the means to a much better end. The world of executive compensation will be far healthier. CEOs and other top executives will still and should make a great deal of money. But the earning of that compensation in accordance with performance standards, goals, and other criteria will be clearer. There will be a more direct link between pay and performance and thus more accountability.
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Will stock options disappear I hardly think so. Nor should they. There is nothing inherently wrong or bad with stock options. The damage is done, however, when huge amounts of stock options which promise a share of future shareholder wealth are granted indiscriminately. In the new world of executive compensation, stock options and all other forms of compensation will have to be earned through performance. Given the decline in the stock market over the past three years, stock options may not be perceived as the bonanza that they once were. There are many companies who have granted stock options in the past, with exercise prices that are far above where the stock is currently traded. Paper fortunes have been amassed and lost. In this environment could the bloom be off the stock-option rose Perhaps. Companies must use lucrative rewards to attract and retain talent. Human capital, from the executive office to the sales department to the factory floor, has become increasingly important. But merely granting options freely is not going to be the one-size-fitsall solution. For one thing under the proposed ( new ) accounting rules, the options will not be free. More importantly companies will need to question if a stock option is the right kind of incentive with the desired perceived value to provide to executives and other employees. Microsoft recently took a bold and revolutionary step in deciding to replace all of its stock options for virtually all of its employees with restricted stock. In so doing, this leader of the technology industry has acknowledged the limited perceived value of options relative to their likely expense and the need to replace them with more highly valued and effective incentives. While the new restricted shares for most employees will vest over five years based only on time with the company, shares granted to the top 600 executives will be based on achieving performance objectives. To truly improve executive compensation, it is critically important that companies do not just blindly replace executive options with timevesting restricted stock. This will merely replace a gamble with a gift. Future long-term incentives must be based on achieving specific performance goals. Many others in the broad world of compensation are seeking to do things differently. I have talked with people who have a variety of well-reasoned opinions and points of view. At the end of
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