netrashetty
Netra Shetty
Aspyr Media, Inc. (pronounced /əˈspaɪər/) is an Austin, Texas based company that specializes in porting Windows games to Mac OS. It has been in business since 1996, and as of 2003 owns 60 percent of the Mac entertainment market. Aspyr has worked with partners like Universal, Paramount, Warner Bros., LucasArts, Electronic Arts, Activision and Eidos.
Aspyr's old logo. (1996-2001)
In recent years, it has begun porting console games to Windows and Game Boy Advance and publishing games, such as Wideload's Stubbs the Zombie in "Rebel Without a Pulse", for Mac OS, Windows, and the Xbox. In addition, Aspyr has produced and distributes several albums and documentaries.
CEO
Ademola Lawal
Chairman of the Board
James Zierick
Director
Norman Cohen
Director
Robert Fogerson
Director
Lawrence Schmid
Director
Jeffrey Tumbleson
Accounting & Secretary
MV
Research & Development
ST
All large companies have a design in their structure that works best for them. Most large companies follow the basis of what any other large organization would. Such as School, Military, Police, or even a Government, they all have their own set in standard way of hierarchy. This can be mirrored of what a fortune 500 company would use. Of course you have your owner, VP's, and then comes the managers.
* CEO
* Vice Presidents
* Lawyers
* Decision Support
* Management
* Employees
In this typical layout, it can be spread across any number of product lines or services a company offers. For instance if a company offers five different product lines then there is usually going to be a Vice President put in place to represent one of each sections, then would come the decision support for those sections and of course followed by its own management structure. Fortune 500 companies like Verizon, Comcast, or even Staples must have achieved this successful design and strategy to allow them to grow so rapidly and become so large. The divisional way of doing things can be seen like a matrix, where any given employee can have anywhere from two managers to dozens.
Organizations can be regarded as people management systems. They range from simple hierachies along traditional lines to complex networks dependent on computer systems and telecommunications. (...) Human resource managers can encourage organizations to adopt strategies (for their structures) which foster both cost-effectveness and employee commitment. (...) Organizational structures can be classified into a number of types, including functional, divisional, matrix, federations and networks.
Early organizational design divided enterprises into relatively simple parts, splitting them into defined activities such as production, marketing or personnel. (...) functional organizations have the advantage of being simple to understand with clear lines of command, specified tasks and responsibilities. Staff can specialize in a particular business area such as production or marketing and follow well-defined career paths. This is equally true of human resource specialists who can develop expertise in specific areas such as employee relations or reward management. (...)
There are also major disadvantages to functional structures. People managers have to tread carefully because this form of organization is prone to interdepartmental conflict, often degenerating into 'them and us' tribal warfare. Coherence and good communication are particularly hard to achieve between virtually independent functions.
Aspyr's old logo. (1996-2001)
In recent years, it has begun porting console games to Windows and Game Boy Advance and publishing games, such as Wideload's Stubbs the Zombie in "Rebel Without a Pulse", for Mac OS, Windows, and the Xbox. In addition, Aspyr has produced and distributes several albums and documentaries.
CEO
Ademola Lawal
Chairman of the Board
James Zierick
Director
Norman Cohen
Director
Robert Fogerson
Director
Lawrence Schmid
Director
Jeffrey Tumbleson
Accounting & Secretary
MV
Research & Development
ST
All large companies have a design in their structure that works best for them. Most large companies follow the basis of what any other large organization would. Such as School, Military, Police, or even a Government, they all have their own set in standard way of hierarchy. This can be mirrored of what a fortune 500 company would use. Of course you have your owner, VP's, and then comes the managers.
* CEO
* Vice Presidents
* Lawyers
* Decision Support
* Management
* Employees
In this typical layout, it can be spread across any number of product lines or services a company offers. For instance if a company offers five different product lines then there is usually going to be a Vice President put in place to represent one of each sections, then would come the decision support for those sections and of course followed by its own management structure. Fortune 500 companies like Verizon, Comcast, or even Staples must have achieved this successful design and strategy to allow them to grow so rapidly and become so large. The divisional way of doing things can be seen like a matrix, where any given employee can have anywhere from two managers to dozens.
Organizations can be regarded as people management systems. They range from simple hierachies along traditional lines to complex networks dependent on computer systems and telecommunications. (...) Human resource managers can encourage organizations to adopt strategies (for their structures) which foster both cost-effectveness and employee commitment. (...) Organizational structures can be classified into a number of types, including functional, divisional, matrix, federations and networks.
Early organizational design divided enterprises into relatively simple parts, splitting them into defined activities such as production, marketing or personnel. (...) functional organizations have the advantage of being simple to understand with clear lines of command, specified tasks and responsibilities. Staff can specialize in a particular business area such as production or marketing and follow well-defined career paths. This is equally true of human resource specialists who can develop expertise in specific areas such as employee relations or reward management. (...)
There are also major disadvantages to functional structures. People managers have to tread carefully because this form of organization is prone to interdepartmental conflict, often degenerating into 'them and us' tribal warfare. Coherence and good communication are particularly hard to achieve between virtually independent functions.
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