Wagoner revealed the cutbacks as he laid out a strategy to invigorate GM's North American operations, its biggest and most troubled, amid lackluster sales of its highly profitable trucks and sport utility vehicles, which have been hurt by high fuel prices.

GM posted a $1.1 billion loss in the first quarter and its U.S. market share has fallen to 25.4 percent from 27 percent a year ago, as customers increasingly are choosing models from Toyota Motor Corp., Nissan Motor Co. and other Asian automakers.

The cuts would be on top of earlier reductions that pared GM's U.S. workforce from 177,000 hourly and salaried employees at the end of 2000 to 150,000 at the end of last year, according to figures provided by GM.

"Let me say up front that our absolute top priority is to get our largest business unit back to profitability as soon as possible," said Wagoner, who added that with $20 billion in cash and short-term investments, GM is in no danger of going out of business anytime soon.

"But if we don't fundamentally get at these structural issues — whether it's gee-whiz, exciting products, or the right distribution, or a solid cost structure in every element of business — the risk of continually being weakened over time is real," he said.

Wagoner wouldn't say which plants are in danger of being closed, but David Cole, chairman of the Center for Automotive Research in Ann Arbor, Mich., said the most likely targets are several older plants. Those include facilities in Janesville, Wis.; Doraville, Ga.; Oklahoma City and Pontiac, Mich., he said.

Disgruntled shareholders, who saw the value of their shares fall to a 10-year low in April, gave Wagoner an earful.

"This company is sick," said James Dollinger, a Buick salesman from Flint, Mich., who angrily told Wagoner he should resign.

Fellow shareholder John Lauve compared the GM leadership to officers aboard the Titanic as it headed for an iceberg. "The Titanic sank because the directors ignored the warnings," said Lauve. "We need to excel at the basics."

Fending off such criticism, Wagoner outlined four priorities: increasing spending on new cars and trucks; clarifying the role of each of GM's eight brands; intensifying efforts to reduce costs and improve quality; and continuing to search for ways to reduce skyrocketing healthcare expenses.