Wages for the majority have been stagnant for decades, but a lucky few have enjoyed a pay bonanza. Top company bosses take home in several days as much as most people earn in a whole year. In this hard-hitting book, Deborah Hargreaves explains why pay for the top 0.1% has sky-rocketed in the past 20 years. She gives a devastating account of how it has created a vicious circle that destabilizes our economy and undermines social cohesion, demolishing the twisted logic of the chief executives who say: ‘I’m worth it’, when that means raking in £70m a year. A rigorous exposé of the dysfunctional nature of our ‘winner-takes-all’ economy, this book debunks the myths behind top pay and examines a range of pragmatic solutions.

"The pay gap between chief executive officers of major U.S. firms and their workers is higher than ever before--depending on the method of calculation, CEOs get paid between 300 and 700 times more than the average worker. Such outsized pay is a relatively recent phenomenon, but ... few detractors truly understand the numerous factors that have contributed to the dizzying upward spiral in CEO compensation. Steven Clifford, a former CEO who has also served on many corporate boards, has a name for these procedures and practices: 'The CEO Pay Machine.' [This book] is Clifford's ... explanation of the 'machine'--how it works, how its parts interact, and how every step pushes CEO pay to higher levels"--

A timely look at how to evaluate and determine executive pay Recognized as the leading expert on executive compensation, Robin Ferracone combines her own 20 years of experience with interviews with executives and compensation committees to provide a clear examination of and guidance on determining pay packages, actions, and designs. and Over the past 25 years, the author has created a database of executive pay across 44,000 companies, broken down by company performance, company revenue and industry. Using this data, the author provides boards and individuals evaluating executive pay with the ability to analytically determine an appropriate compensation package. Provides real-life stories, perspectives, and insights from thought leaders on executive compensation Contains interview with compensation committee members, executives, academicians, government leaders, and shareholder activists Research based on 44,000 companies broken down by performance, revenue and industry Offers a timely resource on a hot button topic.

The company is under-performing, its share price is trailing, and the CEO gets...a multi-million-dollar raise. This story is familiar, for good reason: as this book clearly demonstrates, structural flaws in corporate governance have produced widespread distortions in executive pay. Pay without Performance presents a disconcerting portrait of managers' influence over their own pay--and of a governance system that must fundamentally change if firms are to be managed in the interest of shareholders. Lucian Bebchuk and Jesse Fried demonstrate that corporate boards have persistently failed to negotiate at arm's length with the executives they are meant to oversee. They give a richly detailed account of how pay practices--from option plans to retirement benefits--have decoupled compensation from performance and have camouflaged both the amount and performance-insensitivity of pay. Executives' unwonted influence over their compensation has hurt shareholders by increasing pay levels and, even more importantly, by leading to practices that dilute and distort managers' incentives. This book identifies basic problems with our current reliance on boards as guardians of shareholder interests. And the solution, the authors argue, is not merely to make these boards more independent of executives as recent reforms attempt to do. Rather, boards should also be made more dependent on shareholders by eliminating the arrangements that entrench directors and insulate them from their shareholders. A powerful critique of executive compensation and corporate governance, Pay without Performance points the way to restoring corporate integrity and improving corporate performance.

Not so long ago, people thought that a ten-hour, six-day week was normal; now, it’s the eight-hour, five-day week. Will that soon be history too? In this book, three leading experts argue why it should be. They map out a pragmatic pathway to a shorter working week that safeguards earnings for the lower-paid and keeps the economy flourishing. They argue that this radical vision will give workers time to be better parents and carers, allow men and women to share paid and unpaid work more equally, and help to save jobs – and create new ones – in the post-pandemic era. Not only that, but it will combat stress and illness caused by overwork and help to protect the environment. This is essential reading for anyone who has ever felt they could live and work a lot better if all weekends were three days long.

Latin America has experienced a profound transformation in the first two decades of the 21st century: it has been fully incorporated into the global economy, while excluding regions and populations devalued by the logic of capitalism. Technological modernization has gone hand-in-hand with the reshaping of old identities and the emergence of new ones. The transformation of Latin America has been shaped by social movements and political conflicts. The neoliberal model that dominated the first stage of the transformation induced widespread inequality and poverty, and triggered social explosions that led to its own collapse. A new model, neo-developmentalism, emerged from these crises as national populist movements were elected to government in several countries. The more the state intervened in the economy, the more it became vulnerable to corruption, until the rampant criminal economy came to penetrate state institutions. Upper middle classes defending their privileges and citizens indignant because of corruption of the political elites revolted against the new regimes, undermining the model of neo-developmentalism. In the midst of political disaffection and public despair, new social movements, women, youth, indigenous people, workers, peasants, opened up avenues of hope against the background of darkness invading the continent. This book, written by two leading scholars of Latin America, provides a comprehensive and up-do-date account of the new Latin America that is in the process of taking shape today. It will be an indispensable text for students and scholars in Latin American Studies, sociology, politics and media and communication studies, and anyone interested in Latin America today.

Nonprofit leadership is messy Nonprofits leaders are optimistic by nature. They believe with time, energy, smarts, strategy and sheer will, they can change the world. But as staff or board leader, you know nonprofits present unique challenges. Too many cooks, not enough money, an abundance of passion. It’s enough to make you feel overwhelmed and alone. The people you help need you to be successful. But there are so many obstacles: a micromanaging board that doesn’t understand its true role; insufficient fundraising and donors who make unreasonable demands; unclear and inconsistent messaging and marketing; a leader who’s a star in her sector but a difficult boss… And yet, many nonprofits do thrive. Joan Garry’s Guide to Nonprofit Leadership will show you how to do just that. Funny, honest, intensely actionable, and based on her decades of experience, this is the book Joan Garry wishes she had when she led GLAAD out of a financial crisis in 1997. Joan will teach you how to: Build a powerhouse board Create an impressive and sustainable fundraising program Become seen as a ‘workplace of choice’ Be a compelling public face of your nonprofit This book will renew your passion for your mission and organization, and help you make a bigger difference in the world.

Waste is one of the planet’s last great resource frontiers. From furniture made from up-cycled wood to gold extracted from computer circuit boards, artisans and multinational corporations alike are finding ways to profit from waste while diverting materials from overcrowded landfills. Yet beyond these benefits, this “new” resource still poses serious risks to human health and the environment. In this unique book, Kate O’Neill traces the emergence of the global political economy of wastes over the past two decades. She explains how the emergence of waste governance initiatives and mechanisms can help us deal with both the risks and the opportunities associated with the hundreds of millions – possibly billions – of tons of waste we generate each year. Drawing on a range of fascinating case studies to develop her arguments, including China’s role as the primary recipient of recyclable plastics and scrap paper from the Western world, “Zero-Waste” initiatives, the emergence of transnational waste-pickers’ alliances, and alternatives for managing growing volumes of electronic and food wastes, O’Neill shows how waste can be a risk, a resource, and even a livelihood, with implications for governance at local, national, and global levels.

What if our civilization were to collapse? Not many centuries into the future, but in our own lifetimes? Most people recognize that we face huge challenges today, from climate change and its potentially catastrophic consequences to a plethora of socio-political problems, but we find it hard to face up to the very real possibility that these crises could produce a collapse of our entire civilization. Yet we now have a great deal of evidence to suggest that we are up against growing systemic instabilities that pose a serious threat to the capacity of human populations to maintain themselves in a sustainable environment. In this important book, Pablo Servigne and Raphaël Stevens confront these issues head-on. They examine the scientific evidence and show how its findings, often presented in a detached and abstract way, are connected to people’s ordinary experiences – joining the dots, as it were, between the Anthropocene and our everyday lives. In so doing they provide a valuable guide that will help everyone make sense of the new and potentially catastrophic situation in which we now find ourselves. Today, utopia has changed sides: it is the utopians who believe that everything can continue as before, while realists put their energy into making a transition and building local resilience. Collapse is the horizon of our generation. But collapse is not the end – it’s the beginning of our future. We will reinvent new ways of living in the world and being attentive to ourselves, to other human beings and to all our fellow creatures.