In corporation A, a large, divisionalized firm, managers are motivated by different factors. A number of managers, particularly the younger ones, are most interested in improving their promotion prospects. Some others want to build capital, so they are interested in high cash incentives and, particularly, stock ownership. A few managers nearing retirement are interested primarily in job security because they know it would be difficult for them to obtain another good position at an advanced age. How should corporation A design its reward structures so as to motivate all of these managers without wasting money on rewards that are not valued by some managers?