how to create barcode in vb.net 2010 THE RISK DECISION in Software

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THE RISK DECISION
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When designing executive pay programs, there is a lot of discussion about aligning executive and shareholder interests. The goal is to have executives take risks and make decisions shareholders would
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PART TWO Elements of the Solution
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want. Shareholders, after all, invest in a company s stock expecting a certain level of return in exchange for a certain level of risk. This risk/return trade-off is slightly different for every company and every stock. Ideally executives would make decisions and take actions producing the exact combination of company risk and stock return that shareholders expect. But first companies must understand the difference between an executive s risk and return and the company s risk and return. A good incentive program bridges that gap and makes those risk/return scenarios as close as possible. Stock options carry a combination of risk and return that is almost certainly not the right combination for every company. They are usually too blunt a tool used to encourage forward thinking and entrepreneurial behavior. Let s say Executive A is given $10,000 to invest at the gaming tables in Las Vegas. He is told he may keep 10 percent of all winnings, but there will be no consequence or responsibility for any losses. That would produce one set of investments (or bets). On the other hand Executive B is sent to the gaming tables with $10,000 and told she may keep 10 percent of the winnings but must also pay 10 percent of any losses out of her own pocket. Clearly that would produce a different risk orientation and most likely result in a different set of actions at least in theory. Stock options produce the risk orientation and behavior of Executive A. Outright stock ownership is closer to the scenario of Executive B. The lesson here is that different incentives create different risk orientation and behavior. Thus they have to be considered based on what kinds of risks a company wants its executives to take with its money. To do that companies must understand the psychology of risk and how it affects behavior.
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THE PSYCHOLOGY OF RISK
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Most people are by nature risk averse. Given the choice most people would go for the sure thing rather than risk everything on a long shot. In order for people to take on greater risk, they must see the potential for a greater reward, especially if it can be earned through some means within their control. This is particularly true of executives and other corporate employees who want the regularity and reliability of a paycheck, health care benefits, a pension plan, and the potential for a long-term career.
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CHAPTER EIGHT Designing a Balanced Portfolio of Incentives
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The typical corporate executive differs in this regard from certain other professionals who not only have a high tolerance for risk but also embrace it. Commodity and stock traders make their living and potentially a very good one by facing enormous risks. It s not uncommon for a professional trader to have six-figure swings in profit and loss from day to day. By nature these people are far less risk-averse than the average person. But they are only willing to take on that enormous risk because there is the potential for a substantial reward. Companies also have their own risk profile, given the type of business they engage in, their corporate culture, and so forth. A public utility, for example, has a far different risk profile than an Internet company. A company s risk profile can also change and sometimes very rapidly. This may be in response to a management change, a shift in strategic direction, or a change in the regulatory environment. Consider the savings and loan (S&L) institutions of the 1980s. Within 18 months following deregulation, they went from investing primarily in housing to investing heavily in junk bonds. This sparked a crisis in which the government had to intervene at an immense cost. Somewhere along the line, management and the boards of those S&Ls did not adequately deal with the change in the risk profile of their organizations. In more recent history Enron used to be a conservative pipeline company until it transformed itself into an ultra-high-risk energy trading company. A compensation program, therefore, must address each of these elements of risk: executives risk tolerance, the company s risk profile, and shareholders expectation for the kinds of risks the company and its executives will take on.
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