Feeling growled at, bullied and preyed upon? Readers won’t come away from Richard Conniff’s “The Ape in the Corner Office”with a simple guide to surviving a beastly boss. But they’re likely to learn how their boss’s moves, not to mention their own, grow from mankind’s evolutionary roots in the animal kingdom.
Activist shareholders are trying new tactics to rein in executive pay at U.S. companies, with proposals they hope will appeal to a broader group of investors. The new strategies include simpler, less prescriptive holder resolutions that don’t dictate executives’ pay packages. Instead, the new proposals seek to more closely align executive pay with corporate performance,
Activist shareholders are trying new tactics to rein in executive pay at U.S. companies, with proposals they hope will appeal to a broader group of investors. The new strategies include simpler, less prescriptive holder resolutions that don’t dictate executives’ pay packages. Instead, the new proposals seek to more closely align executive pay with corporate performance,
When calls to the reservation line at Choice Hotels International Inc. surged after an ad campaign earlier this year, Don Brockway, Choice’s vice president of world-wide reservations, found his call centers short-staffed. So he quickly arranged to add as many as 20 agents per shift.
The Supreme Court hears arguments today in a case testing how managers may react after an employee complains about harassment or discrimination. But legal specialists say employers can take steps to minimize retaliation complaints through beefed-up training, investigations and follow-up efforts. The touchy issue confronts many companies. Complaints to the Equal Employment Opportunity Commission that
When should an executive retire? The question is gaining urgency in Europe where, for years, companies and governments have pushed people to retire earlier than their American counterparts. The mindset in Europe was that this cleared room for younger executives and brought in fresh ideas. Now, in a shift, some European companies are pushing to
It is a hot business idea of the moment, a growth formula embraced by General Electric Co., American Express Co., Progressive Corp. and many others. But a growing chorus of skeptics question the value of the “net promoter” concept advocated by consulting firm Bain & Co., market researcher Satmetrix Systems Inc. and author Fred Reichheld.
Two years ago, Rod Bond, an executive at a U.S. unit of French food-services company Sodexho Alliance SA, accompanied female colleagues to a meeting of the Women’s Food Service Forum, where he was a rare man among roughly 1,500 women. “That’s a profound experience,” says Mr. Bond, 57 years old. It prompted him to wonder
Home Depot Inc. likes computer-based training — most of the time. When the big Atlanta-based retailer hires new cashiers, it marches them through online simulations of making change and processing credit cards. Recruits learn so quickly that training time has shrunk 30% from classroom norms. On the sales floor, however, it’s a different story. After
Customers are moving to the Web. Traditional sales and distribution methods seem outdated. How fast can an enterprise adapt to the Internet age? At business schools, such high-stakes predicaments are ripe fodder for case studies. Amazon.com Inc.’s assault on traditional book retailing has been dissected at least 16 times in cases at Harvard Business School.
Go out and mingle with top headhunters — those gregarious talent scouts who are constantly scouring the world in search of managers to fill the top executive jobs — and these days you’ll find some most happy people.
In 2000, Les Kollegian resigned from his chief creative officer post at an advertising agency to start his own shop in San Diego with a goal of increasing his earnings. The 36-year-old says the experience was challenging and stressful, but his take-home pay is now approximately $300,000 before taxes — triple his previous annual income.
What’s in a name? Plenty. Just ask people who have to compete against their own names. These entrepreneurs can face uncertain, confused customers, as well as harsh competition from businesses they no longer own that still bear their monikers. Consider what happened to executive recruiter Russell S. Reynolds Jr. at a recent cocktail party in
Question: I worked for a semi-famous woman, who is known for having a huge temper and being reactionary. I use her as a work reference and, during my job search, she was called by people who just wanted to talk to her — even in cases where I had not interviewed with them. At one
WITH DEMAND FOR SENIOR MANAGERS ON THE RISE as the job market and economy heat up , a flurry of counteroffers are expected to rain on executives who give notice this year. “Counteroffers always go up in a climate like we’re now seeing, and my clients are now talking about candidates they’re trying to recruit
At the end of its last term, the U.S. Supreme Court issued two rulings that offer insight about employer liability for sexual harassment. The decisions (Faragher v. City of Boca Raton, No. 97-282, and Burlington Industries Inc. v. Ellerth, No. 97-569) were both hailed and condemned-hailed for establishing new rules for such cases, and condemned
Recently the Supreme Court issued two decisions that attracted a great deal of attention. These decisions will make it easier for employees to sue and will provide them with an incentive to do so. However, they also give employers insight into ways to avoid harassment or end it before it becomes an actionable offense.
Q: Two of my employees seem to have absolutely no interest in doing a good job. They arrive late, ignore deadlines, and drag out every task to avoid additional work. If I bring this up, they threaten to call in sick and stay out for several days. Because we work for a large retail chain,
KANSAS CITY, Mo. — Many American workers don’t really leave work. Emails, phone texts, pager alerts and phone calls pepper what once was personal time. And that’s not including on-call shifts or beeper time, which require workers to be ready and able to work at a moment’s notice. When is it time to call
Q: A few months ago, my colleagues and I got a new manager who makes our lives a living hell. “Kristen” has no management experience and nitpicks everything we do. She gets angry about small stuff and talks to us like we’re in third grade. She has also allowed the office to get disgustingly
