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


There is functional reality of expatriates into the multinational corporations (MNCs) from where determination as well as recognition of effective performance management is seen through such aspects of effective stature. For example, rewards and motivation factors can be good aspects towards the effective performance of expatriates, wherein human resources assumes unique foundations of the business and its operations, allowing people to move with strategic drive and informed values. For this paper, the need to incorporate one MNC as an example to focus are of essential notion, Honda Corporation, to be particular. There is a need to provide ample research grounds on expatriates’ effective performance management. To discuss theories of the process, as deemed relevant and to explain the aspects there is, for study vigor and spontaneity. Then, to come up with measurable and realistic conclusion and recommendations, giving ways and pointers for Honda Corp. to consider and follow hereunto.

Ideally, Honda employs and recognizes effective performance practice as the business operations at Honda realized the sustainable drive of competitive advantage, the management of Honda’s human resource can be of importance as there posits of selection, recruitment and training as example aspects of effectiveness. The need for Honda to understand how the overall management assumes good performance of the noted personnel group – Honda’s expatriate workers. The case of Honda can integrate diverse formation of their expatriates from various situations upon actual ways of the business and have to be managed the same way as to non-expatriate group, the need for Honda to develop other options towards their personnel management tools

COMPENSATION MANAGEMENT
The working hours of the company will be divided into three shifts i.e. 8am to 5pm, 2pm to 11pm and 6pm to 3am. This working hours are prepared in order to make the company achieve its objectives at a very fast pace
SALARY
Salary will be provided to the employees on the basis of their post and work quality.
INCENTIVES
Incentives will be provided to the employees on half- yearly basis.
FRINGE BENEFITS
Fringe Benefits will be given to the employees in the form of following:
a) Pension Schemes
Pension Shemes will be provided to the employees if they work in the firm for a period of more than 5 years
b) Bonus
Bonus will be provided to the employees on the occasion of Diwali and New Year i.e. double salary
c) Security
Benefits will be given to the employees, which will enhance their personal and family security with regard to illness, health accident or life insurance
d) Financial Assistance
Financial assistance will be provided to the employees for his personal needs.
EMPLOYEE WELFARE
For the welfare of the employee following facilities are provided
a) Urinals lavatories, wash basins, bathroom
b) Work place sanitation and cleanliness
c) Favorable temperature will be provided
d) Provisions for clean drinking waters
e) Basic medical aid
f) Recreational rooms
g) Counseling rooms to deal with stress of the employees
h) Pick and Drop services will be provided to the employees of night shifts and mid- day shifts
i) Canteen facilities



The dramatic and discontinuous changes taking place in the global environment have contributed to the evolution of traditional multinational corporations (MNCs) into global organisations that are more of a network nature (Gimeno & Woo 1996, Wolf 1997, Galunic & Rodan 1998, Westney 1999). The global network form of organizing roles and activities infuses into the firm a heightened need for cross-functional interdependence, which in turn, can increase role ambiguity for a human resource manager (Grimm & Smith 1997).

On the one hand, an important function of a global human resource manager is to shape a culture of developing external linkages (i.e., to local organisations and critical stakeholders) for a global organisation. On the other hand, it is vital the global human resource manager facilitates the integration of internal functional (i.e., international human resource management) and crossfunctional (i.e., global marketing, R&D and operations) relationships within the various competency centres of the global organisation (Mudambi & Helper 1998). Moreover, the expanded number of relationships needed in both the internal and external global network settings further increases the complexity of establishing an appropriate global human resource system (Zucker 1987).

There is a body of academic research employing network analysis to examine the structural and relational aspects of global strategy implementation. Network analysis is a well established theory used in a variety of situations in the business literature. While at the same time, the strategic human resource aspects of creating and maintaining global organisations and networking processes have, curiously, been neglected in the past research in the strategic international human resource management (i.e., SIHRM) literature.

The purpose of this paper is to develop a theoretical framework for flexible modes of strategic human resource management within a global network organisation configuration. A model of the SGHRM system, developed from a combined knowledge-based view and relational contracting theoretical perspectives, is proposed for empirical research and practical use in global organisations. In addition, specific barriers and competencies, associated with role transformation of human resource managers in global organisational networks, are identified. In conclusion, practical implications of the SGHRM system for assignments in global organisations, as well as various approaches and challenges to the empirical research of SGHRM systems, are discussed.
 

jamescord

MP Guru
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


There is functional reality of expatriates into the multinational corporations (MNCs) from where determination as well as recognition of effective performance management is seen through such aspects of effective stature. For example, rewards and motivation factors can be good aspects towards the effective performance of expatriates, wherein human resources assumes unique foundations of the business and its operations, allowing people to move with strategic drive and informed values. For this paper, the need to incorporate one MNC as an example to focus are of essential notion, Honda Corporation, to be particular. There is a need to provide ample research grounds on expatriates’ effective performance management. To discuss theories of the process, as deemed relevant and to explain the aspects there is, for study vigor and spontaneity. Then, to come up with measurable and realistic conclusion and recommendations, giving ways and pointers for Honda Corp. to consider and follow hereunto.

Ideally, Honda employs and recognizes effective performance practice as the business operations at Honda realized the sustainable drive of competitive advantage, the management of Honda’s human resource can be of importance as there posits of selection, recruitment and training as example aspects of effectiveness. The need for Honda to understand how the overall management assumes good performance of the noted personnel group – Honda’s expatriate workers. The case of Honda can integrate diverse formation of their expatriates from various situations upon actual ways of the business and have to be managed the same way as to non-expatriate group, the need for Honda to develop other options towards their personnel management tools

COMPENSATION MANAGEMENT
The working hours of the company will be divided into three shifts i.e. 8am to 5pm, 2pm to 11pm and 6pm to 3am. This working hours are prepared in order to make the company achieve its objectives at a very fast pace
SALARY
Salary will be provided to the employees on the basis of their post and work quality.
INCENTIVES
Incentives will be provided to the employees on half- yearly basis.
FRINGE BENEFITS
Fringe Benefits will be given to the employees in the form of following:
a) Pension Schemes
Pension Shemes will be provided to the employees if they work in the firm for a period of more than 5 years
b) Bonus
Bonus will be provided to the employees on the occasion of Diwali and New Year i.e. double salary
c) Security
Benefits will be given to the employees, which will enhance their personal and family security with regard to illness, health accident or life insurance
d) Financial Assistance
Financial assistance will be provided to the employees for his personal needs.
EMPLOYEE WELFARE
For the welfare of the employee following facilities are provided
a) Urinals lavatories, wash basins, bathroom
b) Work place sanitation and cleanliness
c) Favorable temperature will be provided
d) Provisions for clean drinking waters
e) Basic medical aid
f) Recreational rooms
g) Counseling rooms to deal with stress of the employees
h) Pick and Drop services will be provided to the employees of night shifts and mid- day shifts
i) Canteen facilities



The dramatic and discontinuous changes taking place in the global environment have contributed to the evolution of traditional multinational corporations (MNCs) into global organisations that are more of a network nature (Gimeno & Woo 1996, Wolf 1997, Galunic & Rodan 1998, Westney 1999). The global network form of organizing roles and activities infuses into the firm a heightened need for cross-functional interdependence, which in turn, can increase role ambiguity for a human resource manager (Grimm & Smith 1997).

On the one hand, an important function of a global human resource manager is to shape a culture of developing external linkages (i.e., to local organisations and critical stakeholders) for a global organisation. On the other hand, it is vital the global human resource manager facilitates the integration of internal functional (i.e., international human resource management) and crossfunctional (i.e., global marketing, R&D and operations) relationships within the various competency centres of the global organisation (Mudambi & Helper 1998). Moreover, the expanded number of relationships needed in both the internal and external global network settings further increases the complexity of establishing an appropriate global human resource system (Zucker 1987).

There is a body of academic research employing network analysis to examine the structural and relational aspects of global strategy implementation. Network analysis is a well established theory used in a variety of situations in the business literature. While at the same time, the strategic human resource aspects of creating and maintaining global organisations and networking processes have, curiously, been neglected in the past research in the strategic international human resource management (i.e., SIHRM) literature.

The purpose of this paper is to develop a theoretical framework for flexible modes of strategic human resource management within a global network organisation configuration. A model of the SGHRM system, developed from a combined knowledge-based view and relational contracting theoretical perspectives, is proposed for empirical research and practical use in global organisations. In addition, specific barriers and competencies, associated with role transformation of human resource managers in global organisational networks, are identified. In conclusion, practical implications of the SGHRM system for assignments in global organisations, as well as various approaches and challenges to the empirical research of SGHRM systems, are discussed.

Hey friend,

Here i am sharing Study on Annual Report of Atari, so please download and check it.
 

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