how to create barcode in vb.net 2010 SEVEN Making Options Performance Based in Software

Drawing Data Matrix in Software SEVEN Making Options Performance Based

CHAPTER SEVEN Making Options Performance Based
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Assuming your company has stock options, what purposes do they serve and what objectives are achieved by having them in the compensation structure Given that the new accounting rules will make it easier to use more performance-based options, what form of options would be most effective for achieving your company s objectives Is there a better mix of options and other incentives (restricted stock, performance-vested restricted stock, stock ownership, etc.) that would be more directly supportive of your company s objectives, and more cost effective
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BRINGING BALANCE TO EXECUTIVE COMPENSATION
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We ve looked at making options more performance based. This is an important part of creating a more sane and balanced executive compensation system. Graef Bud Crystal has been called the leading expert on executive compensation in America. Now a full-time columnist for Bloomberg News, Crystal is an eloquent and outspoken critic of excessive executive pay. He has written hundreds of articles on the subject as well as several books, including In Search of Excess: The Overcompensation of American Executives and What Are You Worth : Playing the Pay Game Fairly. The former editor of the CrystalReport.com online newsletter, Crystal has testified on Capitol Hill and has served as a consultant to the Securities and Exchange Commission (SEC) and the Financial Accounting Standards Board (FASB). For years he was an adjunct professor of industrial relations and organizational behavior at the Haas School of Business at University of California at Berkeley. Before beginning this second career as executive pay critic, Crystal headed the executive compensation practice at Towers Perrin. Crystal and I discussed our views on executive compensation, stock options grants, and a vision for the future.
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Delves: I am inspired by the work that you ve done, particularly what you ve written about the state of executive compensation today. What is your vision for the future If executive compensation evolved into something more accountable and efficient, what would it look like Crystal: To me the linchpin of getting any change is a charge to earnings for options. This whole area is out of control. Delves: Yes. To me the issue is not whether to value options, but how to value them. There continues to be a lot of debate over how options should be valued, including the methodology used. Clearly there is as much art to this as science. Crystal: I remember in the last round in 1993 [when the FASB attempted to require stock-option expensing]. I remember one of the members of the board saying to me, What do you say to the fact that Black-Scholes is not totally precise, that people can t agree to the last penny on what it should be. I told him, If you think it s hard to value an option, try estimating the present value of retiree medical costs for procedures that haven t been invented yet. Even the decision of how many years to depreciate an asset. It s a straw man. Of course it s imprecise. So is much of everything else. Delves: My position is just because it s difficult doesn t mean we shouldn t do it. We ve tackled far harder things as a society than option valuation. Crystal: The first thing is to have some reasonable charge for options. Then, I think, companies are going to stop granting them in such huge doses. You have to understand, pay is log-normally distributed, such that the average is always higher than the median. When you start talking about stock options grants, they are so log-normally distributed that you can drive 16 semis abreast between the median and the average, and there would still be room for a few more. That s because of the mega grants. When the froth goes out of that with the charge to earnings for options, companies are going to say, We can t afford it any more. We are going to have to cut back. Then the average is going to start dropping closer to the median. So in essence the typical CEO may not see his pay cut so much. But the [compensation for top executives such as] Michael Eisner, the 40-million share grant
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