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[12/13/13 6:04:45 AM] Amy Louise : over the counter medicine
[12/13/13 6:08:16 AM] Amy Louise : These days, it seems many corporations are facing thorny(얽힌) problems. British Petroleum, Toyota, Hewlett-Packard, and now Johnson & Johnson (J & J). Maybe someday computers will take over the job of management and things may run a little smoother. After all, as the popular old saying goes: to err is human.(all human makes mistakes)
At a recent town-hall meeting(everybody that’s important), Johnson & Johnson Chief Executive William Weldon sketched out for employees his plans for fixing the manufacturing problems that have prompted a string of recalls(a lot of happening in a row) and triggered a criminal investigation.
Now, he faces the more difficult task of executing those plans and convincing the public that J&J has put its problems behind it.(no longer it is issue let just move on) His success—or failure—may be among the most important legacies he leaves the company near the end of a four-decade career there.
Mr. Weldon, 61 years old, is expected to retire late next year, though the company doesn’t have a mandatory retirement age. To resolve the pressing issues(important issue), he will likely draw on a careful, low-key approach(confidential) to decision-making and the support of J&J’s board, in keeping with his conservative style, people familiar with the situation say.
And the second article:
An exciting new trend is out there, according to the Wall Street Journal: companies paying bonuses semi-annually. The Journal reports today that this practice is “gaining traction”.
More bosses are getting two bites at their bonus apples. A growing number of U.S. companies, mainly in the retail and high-tech industries, are replacing their annual incentive structure with bonuses earned twice a year. In addition to boosting morale at a time of salary freezes and pay cuts, semiannual bonuses help companies retain key players by dangling the carrot of two targets a year, while giving boards a chance to raise those goals quickly if economic conditions improve.”
Rewarding managers for brief bursts of performance strikes certain compensation critics as a bad idea. “Earning a bonus every six months is an awful short-term vindication of worth,” says Kenneth Feinberg, the U.S. pay czar. People will “cut corners to get the quick fix,” he warns.