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The best employee performance measurement system ever designed won't work in your company unless it aligns with your culture and strategy.

This article discusses the pay packages of executive officers at internetrelated business. Generally, the executives’ total compensation include salary, bonuses, commissions, stock options, and other financial compensation, such as forgiveness of loans, automobile expenses, etc. The 70 to 80 percent of the CEOs’ compensations are from gains of exercising stocks. In this tumbling market, shareholders are suffering the loss from the declining stock prices. However, many CEOs are still left with a mountain of wealth. Meanwhile, the board of directors also raises the stock options to retain their top talents even to those who are under‐performing. Besides CEOs’ compensations, we will also compare the CEO pay with non‐CEO pay packages. The CEOs compensations are still the highest. Furthermore, the average CEO made 42 times the average hourly worker’s pay in 1980, 85 times in 1990, and a staggering 531 times in 2000. Many shareholders are against these out of control pay packages. We conclude that it is time to review the process of determining the CEOs compensation, and that the significant presence of pay‐by‐performance should be taken into account in any examination of the practice and regulation of corporate governance.

Learn these lessons about how bankrupt companies turn themselves around before you're anywhere near the brink.

Breakthrough negotiators never treat the structure of a negotiation as pre‐ordained or fixed. In other words, the game can be played as it's dealt, but it cal also be changed. Structure shapes strategy—but strategy can also shape the structure, often by means of actions take to influence who will be at the table and what the agenda will be. Skilled negotiators act as architects of structure by, for example, transforming two‐party negotiations into multiparty negotiations by inviting in additional parties. Much of what is decisive in shaping the structure, such as decisions about whom one negotiates with and what the issue agenda is, takes place before the parties sit down across the table from each other. Similarly, actions taken away from the table can be as important as what goes on at the table. Even after the negotiation has begun, adroit negotiators continue shaping the structure by altering the agenda, introducing action‐forcing events, and linking or delinking negotiations.