netrashetty
Netra Shetty
Atari is a corporate and brand name owned by several entities since its inception in 1972. It is currently owned by Atari Interactive, a wholly owned subsidiary of the French publisher Atari, SA (ASA).[1]
The original Atari Inc. was founded in 1972 by Nolan Bushnell and Ted Dabney. It was a pioneer in arcade games, home video game consoles, and home computers. The company's products, such as Pong and the Atari 2600, helped define the computer entertainment industry from the 1970s to the mid 1980s.
In 1984, the original Atari Inc. was split, and the arcade division was turned into Atari Games Inc.[2] Atari Games received the rights to use the logo and brand name with appended text "Games" on arcade games, as well as rights to the original 1972 - 1984 arcade hardware properties. The Atari Consumer Electronics Division properties were in turn sold to Jack Tramiel's Tramel Technology Ltd., which then renamed itself to Atari Corporation.[3][4] In 1996, Atari Corporation reverse merged with disk drive manufacturer JT Storage (JTS),[5] becoming a division within the company.
In 1998, Hasbro Interactive acquired all Atari Corporation related properties from JTS.,[6] creating a new subsidiary, Atari Interactive.[7] IESA bought Hasbro Interactive in 2001 and renamed it to Infogrames Interactive.[8] IESA changed the company name entirely to Atari Interactive in 2003.[1]
The company that currently bears the name Atari Inc. was founded in 1993 under the name GT Interactive. IESA acquired a 62% controlling interest in GT Interactive in 1999, and renamed it Infogrames, Inc.[9] Following IESA's acquisition of Hasbro Interactive, Infogrames, Inc. intermittently published Atari branded titles for Infogrames Interactive. In 2003, Infogrames Inc. licensed the Atari name and logo from Atari Interactive and changed its name to Atari Inc.[10] On October 11, 2008, Infogrames completed its acquisition of Atari, Inc., making it a wholly owned subsidiary.
CEO
Jeffrey Lapin
3
Chairman of the Board
Frank Dangeard
4
Vice Chairman of the Board
Dominique d'Hinnin
3
Director
Pascal Cagni
3
Director
Didier Lamouche
Director
Gina Germano
Director
Tom Virden
3
Director
Nolan Bushnell
2
Director
Gene Davis
Secretary
AF
Interim CFO
HD
3
Atari USA
Jim Wilson
Cryptic
JN
Legal
KK
10
Europe
John Burns
Europe & Asia Distribution
JF
Online Gaming Development
PB
Deputy CEO, USA
TK
The structure of the business unit is divided into teams. Changing this structure would possibly establish the necessary authority required to make the workers conform to the prescribed courses of action held by the management. However, that would take a considerable amount of time, resources and possible loss of skilled employees. The CEO of S&F specifically provided a timeline in the process of development in the business unit. Hence, the following courses of action should be imposed.
a. Impose a strict individual employee appraisal in the business unit
Basically, being in a team means that there is a huge opportunity for the individual employees to engage in social loafing. (Brophy 1998, 199) In conducting an appraisal of the individual efforts of the individuals, the individual is averted from decreasing his/her output.
b. Align specific organizational goals to the existing value systems in the organization.
In doing this course of action, the Chief Operating Officer will be able to use the cohesiveness of the individual cliques and teams to the benefit of the business unit. Anticipated outcomes would include strong increase in productivity.
c. Conduct regular training activities
This course of action will not only maintain and consequently improve the skill levels of the employees. It will also help in reshaping the existing attitudes of the employees pertaining to the diversity in the origination.
The Key Challenges To Organizational Success
In a changing business climate, what are the key challenges to organizational success?
Six Seconds, an international not-for-profit organization, invited leaders to identify the key challenges in the workplace today – and particularly the “people side” of the equation. The survey explores top issues as well as employee attitudes and the role of emotional intelligence in solving those key issues.
Responses come from team leaders to executives in a broad range of industries and organizations ranging from under 20 to over 10,000 people. 135 responses were tabulated, primarily from North America but also from every other continent.
The survey finds that in 2007…
“Soft” issues such as inspiring corporate culture are over 3 times as prevalent as “hard” issues such as finance.
Leaders are twice as concerned about leadership than all other issues combined.
Emotional intelligence and feelings of team- and non-team-members were among the most important resources an organization has in addressing challenges and reaching goals.
In response to “What are 2-3 of the top challenges in your organization?” answers range from “gaining more market share” to “losing sight of our true mission” to “nimbly adapting to change.”
When divided between “hard” issues such as finance and supply and “soft” issues such as culture and communication, the “soft stuff” appears to be three times harder.
On the “people-side” many respondents are concerned with finding and keeping good people – especially in a time when they are expected to “do more with less.”
Key Issues Mentioned by Business Leaders
Engaging Talent:
“Finding, hiring, and keeping talented individuals.”
“Developing talent – both internally and through finding and attracting good people – and equipping them for success.”
“Recruiting, developing and most importantly retaining top quality experts.”
Under Pressure:
“Increased work responsibilities with less dollars.”
“Lack of time to do an adequate job.”
“Too little time to talk to colleagues.”
“Managing increasing complexity, competition and regulation.”
“Inadequate budgets.”
The structure of the business unit is divided into teams. Changing this structure would possibly establish the necessary authority required to make the workers conform to the prescribed courses of action held by the management. However, that would take a considerable amount of time, resources and possible loss of skilled employees. The CEO of S&F specifically provided a timeline in the process of development in the business unit. Hence, the following courses of action should be imposed.
a. Impose a strict individual employee appraisal in the business unit
Basically, being in a team means that there is a huge opportunity for the individual employees to engage in social loafing. (Brophy 1998, 199) In conducting an appraisal of the individual efforts of the individuals, the individual is averted from decreasing his/her output.
b. Align specific organizational goals to the existing value systems in the organization.
In doing this course of action, the Chief Operating Officer will be able to use the cohesiveness of the individual cliques and teams to the benefit of the business unit. Anticipated outcomes would include strong increase in productivity.
c. Conduct regular training activities
This course of action will not only maintain and consequently improve the skill levels of the employees. It will also help in reshaping the existing attitudes of the employees pertaining to the diversity in the origination
The original Atari Inc. was founded in 1972 by Nolan Bushnell and Ted Dabney. It was a pioneer in arcade games, home video game consoles, and home computers. The company's products, such as Pong and the Atari 2600, helped define the computer entertainment industry from the 1970s to the mid 1980s.
In 1984, the original Atari Inc. was split, and the arcade division was turned into Atari Games Inc.[2] Atari Games received the rights to use the logo and brand name with appended text "Games" on arcade games, as well as rights to the original 1972 - 1984 arcade hardware properties. The Atari Consumer Electronics Division properties were in turn sold to Jack Tramiel's Tramel Technology Ltd., which then renamed itself to Atari Corporation.[3][4] In 1996, Atari Corporation reverse merged with disk drive manufacturer JT Storage (JTS),[5] becoming a division within the company.
In 1998, Hasbro Interactive acquired all Atari Corporation related properties from JTS.,[6] creating a new subsidiary, Atari Interactive.[7] IESA bought Hasbro Interactive in 2001 and renamed it to Infogrames Interactive.[8] IESA changed the company name entirely to Atari Interactive in 2003.[1]
The company that currently bears the name Atari Inc. was founded in 1993 under the name GT Interactive. IESA acquired a 62% controlling interest in GT Interactive in 1999, and renamed it Infogrames, Inc.[9] Following IESA's acquisition of Hasbro Interactive, Infogrames, Inc. intermittently published Atari branded titles for Infogrames Interactive. In 2003, Infogrames Inc. licensed the Atari name and logo from Atari Interactive and changed its name to Atari Inc.[10] On October 11, 2008, Infogrames completed its acquisition of Atari, Inc., making it a wholly owned subsidiary.
CEO
Jeffrey Lapin
3
Chairman of the Board
Frank Dangeard
4
Vice Chairman of the Board
Dominique d'Hinnin
3
Director
Pascal Cagni
3
Director
Didier Lamouche
Director
Gina Germano
Director
Tom Virden
3
Director
Nolan Bushnell
2
Director
Gene Davis
Secretary
AF
Interim CFO
HD
3
Atari USA
Jim Wilson
Cryptic
JN
Legal
KK
10
Europe
John Burns
Europe & Asia Distribution
JF
Online Gaming Development
PB
Deputy CEO, USA
TK
The structure of the business unit is divided into teams. Changing this structure would possibly establish the necessary authority required to make the workers conform to the prescribed courses of action held by the management. However, that would take a considerable amount of time, resources and possible loss of skilled employees. The CEO of S&F specifically provided a timeline in the process of development in the business unit. Hence, the following courses of action should be imposed.
a. Impose a strict individual employee appraisal in the business unit
Basically, being in a team means that there is a huge opportunity for the individual employees to engage in social loafing. (Brophy 1998, 199) In conducting an appraisal of the individual efforts of the individuals, the individual is averted from decreasing his/her output.
b. Align specific organizational goals to the existing value systems in the organization.
In doing this course of action, the Chief Operating Officer will be able to use the cohesiveness of the individual cliques and teams to the benefit of the business unit. Anticipated outcomes would include strong increase in productivity.
c. Conduct regular training activities
This course of action will not only maintain and consequently improve the skill levels of the employees. It will also help in reshaping the existing attitudes of the employees pertaining to the diversity in the origination.
The Key Challenges To Organizational Success
In a changing business climate, what are the key challenges to organizational success?
Six Seconds, an international not-for-profit organization, invited leaders to identify the key challenges in the workplace today – and particularly the “people side” of the equation. The survey explores top issues as well as employee attitudes and the role of emotional intelligence in solving those key issues.
Responses come from team leaders to executives in a broad range of industries and organizations ranging from under 20 to over 10,000 people. 135 responses were tabulated, primarily from North America but also from every other continent.
The survey finds that in 2007…
“Soft” issues such as inspiring corporate culture are over 3 times as prevalent as “hard” issues such as finance.
Leaders are twice as concerned about leadership than all other issues combined.
Emotional intelligence and feelings of team- and non-team-members were among the most important resources an organization has in addressing challenges and reaching goals.
In response to “What are 2-3 of the top challenges in your organization?” answers range from “gaining more market share” to “losing sight of our true mission” to “nimbly adapting to change.”
When divided between “hard” issues such as finance and supply and “soft” issues such as culture and communication, the “soft stuff” appears to be three times harder.
On the “people-side” many respondents are concerned with finding and keeping good people – especially in a time when they are expected to “do more with less.”
Key Issues Mentioned by Business Leaders
Engaging Talent:
“Finding, hiring, and keeping talented individuals.”
“Developing talent – both internally and through finding and attracting good people – and equipping them for success.”
“Recruiting, developing and most importantly retaining top quality experts.”
Under Pressure:
“Increased work responsibilities with less dollars.”
“Lack of time to do an adequate job.”
“Too little time to talk to colleagues.”
“Managing increasing complexity, competition and regulation.”
“Inadequate budgets.”
The structure of the business unit is divided into teams. Changing this structure would possibly establish the necessary authority required to make the workers conform to the prescribed courses of action held by the management. However, that would take a considerable amount of time, resources and possible loss of skilled employees. The CEO of S&F specifically provided a timeline in the process of development in the business unit. Hence, the following courses of action should be imposed.
a. Impose a strict individual employee appraisal in the business unit
Basically, being in a team means that there is a huge opportunity for the individual employees to engage in social loafing. (Brophy 1998, 199) In conducting an appraisal of the individual efforts of the individuals, the individual is averted from decreasing his/her output.
b. Align specific organizational goals to the existing value systems in the organization.
In doing this course of action, the Chief Operating Officer will be able to use the cohesiveness of the individual cliques and teams to the benefit of the business unit. Anticipated outcomes would include strong increase in productivity.
c. Conduct regular training activities
This course of action will not only maintain and consequently improve the skill levels of the employees. It will also help in reshaping the existing attitudes of the employees pertaining to the diversity in the origination