abhishreshthaa
Abhijeet S
Adobe Systems Incorporated (pronounced /əˈdoʊbiː/ ə-DOH-bee) (NASDAQ: ADBE) is an American computer software company headquartered in San Jose, California, USA. The company has historically focused upon the creation of multimedia and creativity software products, with a more-recent foray towards rich Internet application software development.
Adobe was founded in December 1982[4] by John Warnock and Charles Geschke, who established the company after leaving Xerox PARC in order to develop and sell the PostScript page description language. In 1985, Apple Computer licensed PostScript for use in its LaserWriter printers, which helped spark the desktop publishing revolution. The company name Adobe comes from Adobe Creek in Los Altos, California, which ran behind the house of one of the company's founders.[4] Adobe acquired its former competitor, Macromedia, in December 2005, which added newer software products and platforms such as Coldfusion, Dreamweaver, Flash and Flex to its product portfolio.
As of August 2009, Adobe Systems has 7,564 employees,[4] about 40% of whom work in San Jose. Adobe also has major development operations in Orlando, FL; Seattle, WA; San Francisco, CA; Orem, UT; Ottawa, Ontario; Minneapolis, MN; Waltham, MA; San Luis Obispo, CA; Hamburg, Germany; Noida, India; Bangalore, India; Bucharest, Romania; Beijing, China.
2
CEO
Shantanu Narayen
2
Chairman of the Board
John Warnock
Chairman of the Board
Charles Geschke
3
Director
Edward Barnholt
6
Director
Robert Burgess
2
Director
Michael Cannon
Director
Robert Sedgewick
Director
Daniel Rosensweig
3
Director
Carol Mills
3
Director
James Daley
4
CFO
Mark Garrett
6
CTO
Kevin Lynch
CIO
Gerri Martin-Flickinger
Advanced Technology Labs
Tom Malloy
Creative & Interactive Solu...
David Wadhwani
2
Digital Enterprise Solutions
Robert Tarkoff
2
Omniture
Josh James
Human Resources
Donna Morris
Business Productivity Busine...
David Mendels
Development
Paul Weiskopf
Creative Solutions Business
Johnny Loiacono
Engineering Technologies
Digby Horner
Legal & Secretary
Karen Cottle
Global Marketing
Ann Lewnes
Print & Classic Publishing
Naresh Gupta
2
Field Operations
Matthew Thompson
Omniture
Brad Rencher
2
Communications
Christine Castro
Government Affairs & Public ...
Jace Johnson
Investor Relations
Mike Saviage
Accounting, Control
Richard Rowley
EMEA Marketing Director
David Gingell
EMEA Technical Sales
Jean Mourain
Within organisation structure are various role schemas at relate how one’s knowledge is being organised about the set of behaviours expected of a person in a particular job, function or role. Towards functioning as a cohesive social unit and therefore realising the organisational goals, organisation structures must comprehensively spells out the roles and reporting structure between different employees at different positions within an organisation. Realising this matter, the corporate culture now embraces the concept of flattened hierarchical management structures, boundary spanning and cross-functional teams as a way to optimise role schema in the organisation structure (Joyce, 2005). Such endeavor was practiced basically because organisations have unique contexts and conduct. The premise is that strategy, structure, processes, core values and belief as well as organisational learning could be reinforced by the development of abilities and opportunities. How the organisation structure
* More/Greater communication between management and workers.
* Workers may have more than one manager/boss.
* Better team sprit.
* May limit/hinder the growth of the organisation.
* Less bureaucracy and easier decision making.
* Structure limited to small organisations such as partnerships, co-operatives and some private limited companies.
* Fewer levels of management which includes benefits such as lower costs as managers are generally paid more than worker.
* Function of each department/person could be blurred and merge into the job roles of others.
Other organisations will have different structures. For example most organisations will have a marketing department responsible for market research and marketing planning. A customer services department will look after customer requirements. A human resources department will be responsible for recruitment and selection of new employees, employee motivation and a range of other people focused activities. In addition there will be a number of cross-functional areas such as administration and Information Technology departments that service the functional areas of the company. These departments will provide back up support and training.
Organisations are structured in different ways:
1. by function as described above
2. by regional area - a geographical structure e.g. with a marketing
manager North, marketing manager South etc
3. by product e.g. marketing manager crisps, marketing manager drinks, etc
4. into work teams, etc.
Reporting in organisations often takes place down the line. An employee might be accountable to a supervisor, who is accountable to a junior manager, who is then accountable to a senior manager - communication and instructions can then be passed down the line.
Organisation structures and the members of the top hierarchy are actuated to be responsible in ethical compliance of the organisations. Actions should be supported by the top management who are sufficiently holding the legitimate authority. The connection between organisation structure and ethical decision-making is evident on two components that Stanford (2005) distinguishes. These are the locus of decision-making responsibility and the opportunity provided to advance self-interests. The locus of decision-making responsibility is central on how organisations conform to the concept of centralisation and decentralisation. The difference is that the centralised structure locates primary authority for crucial decision-making while the decentralised structure purports the distribution or sharing of decision-making in varying degrees. Important to note is that organisations, aside from being a collection of people, are decision-making and information-processing systems as well (Robbins and Barnwell, 2006, p116). In furthering one’s self interest, centralised structures provide opportunistic situations and are inversely correlated to the degree of decision-making. As both can be shaped by organisational design modifications, the latter is beyond the control of any imposed mechanism as self-serving interests are pursued.
Adobe was founded in December 1982[4] by John Warnock and Charles Geschke, who established the company after leaving Xerox PARC in order to develop and sell the PostScript page description language. In 1985, Apple Computer licensed PostScript for use in its LaserWriter printers, which helped spark the desktop publishing revolution. The company name Adobe comes from Adobe Creek in Los Altos, California, which ran behind the house of one of the company's founders.[4] Adobe acquired its former competitor, Macromedia, in December 2005, which added newer software products and platforms such as Coldfusion, Dreamweaver, Flash and Flex to its product portfolio.
As of August 2009, Adobe Systems has 7,564 employees,[4] about 40% of whom work in San Jose. Adobe also has major development operations in Orlando, FL; Seattle, WA; San Francisco, CA; Orem, UT; Ottawa, Ontario; Minneapolis, MN; Waltham, MA; San Luis Obispo, CA; Hamburg, Germany; Noida, India; Bangalore, India; Bucharest, Romania; Beijing, China.
2
CEO
Shantanu Narayen
2
Chairman of the Board
John Warnock
Chairman of the Board
Charles Geschke
3
Director
Edward Barnholt
6
Director
Robert Burgess
2
Director
Michael Cannon
Director
Robert Sedgewick
Director
Daniel Rosensweig
3
Director
Carol Mills
3
Director
James Daley
4
CFO
Mark Garrett
6
CTO
Kevin Lynch
CIO
Gerri Martin-Flickinger
Advanced Technology Labs
Tom Malloy
Creative & Interactive Solu...
David Wadhwani
2
Digital Enterprise Solutions
Robert Tarkoff
2
Omniture
Josh James
Human Resources
Donna Morris
Business Productivity Busine...
David Mendels
Development
Paul Weiskopf
Creative Solutions Business
Johnny Loiacono
Engineering Technologies
Digby Horner
Legal & Secretary
Karen Cottle
Global Marketing
Ann Lewnes
Print & Classic Publishing
Naresh Gupta
2
Field Operations
Matthew Thompson
Omniture
Brad Rencher
2
Communications
Christine Castro
Government Affairs & Public ...
Jace Johnson
Investor Relations
Mike Saviage
Accounting, Control
Richard Rowley
EMEA Marketing Director
David Gingell
EMEA Technical Sales
Jean Mourain
Within organisation structure are various role schemas at relate how one’s knowledge is being organised about the set of behaviours expected of a person in a particular job, function or role. Towards functioning as a cohesive social unit and therefore realising the organisational goals, organisation structures must comprehensively spells out the roles and reporting structure between different employees at different positions within an organisation. Realising this matter, the corporate culture now embraces the concept of flattened hierarchical management structures, boundary spanning and cross-functional teams as a way to optimise role schema in the organisation structure (Joyce, 2005). Such endeavor was practiced basically because organisations have unique contexts and conduct. The premise is that strategy, structure, processes, core values and belief as well as organisational learning could be reinforced by the development of abilities and opportunities. How the organisation structure
* More/Greater communication between management and workers.
* Workers may have more than one manager/boss.
* Better team sprit.
* May limit/hinder the growth of the organisation.
* Less bureaucracy and easier decision making.
* Structure limited to small organisations such as partnerships, co-operatives and some private limited companies.
* Fewer levels of management which includes benefits such as lower costs as managers are generally paid more than worker.
* Function of each department/person could be blurred and merge into the job roles of others.
Other organisations will have different structures. For example most organisations will have a marketing department responsible for market research and marketing planning. A customer services department will look after customer requirements. A human resources department will be responsible for recruitment and selection of new employees, employee motivation and a range of other people focused activities. In addition there will be a number of cross-functional areas such as administration and Information Technology departments that service the functional areas of the company. These departments will provide back up support and training.
Organisations are structured in different ways:
1. by function as described above
2. by regional area - a geographical structure e.g. with a marketing
manager North, marketing manager South etc
3. by product e.g. marketing manager crisps, marketing manager drinks, etc
4. into work teams, etc.
Reporting in organisations often takes place down the line. An employee might be accountable to a supervisor, who is accountable to a junior manager, who is then accountable to a senior manager - communication and instructions can then be passed down the line.
Organisation structures and the members of the top hierarchy are actuated to be responsible in ethical compliance of the organisations. Actions should be supported by the top management who are sufficiently holding the legitimate authority. The connection between organisation structure and ethical decision-making is evident on two components that Stanford (2005) distinguishes. These are the locus of decision-making responsibility and the opportunity provided to advance self-interests. The locus of decision-making responsibility is central on how organisations conform to the concept of centralisation and decentralisation. The difference is that the centralised structure locates primary authority for crucial decision-making while the decentralised structure purports the distribution or sharing of decision-making in varying degrees. Important to note is that organisations, aside from being a collection of people, are decision-making and information-processing systems as well (Robbins and Barnwell, 2006, p116). In furthering one’s self interest, centralised structures provide opportunistic situations and are inversely correlated to the degree of decision-making. As both can be shaped by organisational design modifications, the latter is beyond the control of any imposed mechanism as self-serving interests are pursued.
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