Taking the sweat out of communication anxiety

Article Abstract:

Most people suffer from communication anxiety. Because of their fear of speaking in public, these individuals tend to choose careers that require limited contact with people and enable them to make contributions to their organizations while keeping a low profile. At The Whirlpool Corp.'s Clyde Division in Ohio, management discovered that communication anxiety was a real problem for many of its line supervisors when it tried to create self-directed work teams. It found that line supervisors were apprehensive about coaching team members, making group presentations and leading work groups. Management responded to this problem by offering a training program for improving communication skills. The 'Speak With Confidence' training helped the Whirlpool supervisors speak assertively and make presentations confidently.

Household Appliances, Household Appliance Manufacturing, Training, Home appliances industry, Appliance industry, Appliances, Organizational communication, Public speaking, Whirlpool Corp. Clyde Div.

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Taking Stock of the Options

Article Abstract:

A major ingredient of executive compensation programs is the stock option. Different stock option plans reflect creating a manager involvement in the welfare of the business, and allowing the manager to profit from his work involvement. The basic executive stock option plans include nonqualified stock option, stock appreciation rights, incentive stock options, full value plans, performance shares, performance units, and restricted stock awards. Each plan offers various degrees of advantages and disadvantages for the executive. Major considerations are the tax flexibilities of each program. Plan designers should first determine what characteristics they wish their stock option program to reflect.

Stocks, Compensation and benefits, Executives, Executive compensation

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Replacement workers during strikes: strategic options for managers

Article Abstract:

When a strike occurs, managers have an option other than closing the doors, they can hire replacement workers. When considering this option, managers must remember that failure to bargain in good faith is against the law. When a strike occurs despite this fact, capitulation to unreasonable demands does not appear to be the best alternative. Replacement workers under the right circumstances can bring about an upgrading of the workforce and maintain corporate income. Managers should make sure workers realize that their positions are temporary, so that they cannot be accused of union busting.

Management, Economic aspects, Labor unions, Temporary employment, Strikes, Labor disputes

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