2K is a global developer, marketer, distributor and publisher of interactive entertainment software games.[1] 2K Games is a subsidiary of Take-Two Interactive, which also owns Rockstar Games notable for the Grand Theft Auto series. It was created on January 25, 2005 after Take-Two acquired developer Visual Concepts and its wholly owned subsidiary Kush Games from Sega for US$24 million.

The name "2K Games" comes from Visual Concepts' sports game lineup typically referred to as the 2K series, which were originally published exclusively for the Dreamcast console. 2K Games is headquartered in Novato, California. The label publishes a wide variety of console and PC titles developed both internally and externally.


CEO
Benjamin Feder
2
Chairman of the Board
Strauss Zelnick
Director
Michael Sheresky
2
Director
Robert Bowman
2
Director
Jon Moses
2
Director
Michael Dornemann
Director
ames Nelson
Director
SungHwan Cho
4
Director
Brett Icahn
CFO
Lainie Goldstein
Executive Vice President
Karl Slatoff
Legal
Seth Krauss

Understand the relationship between organizational design and an organization’s structure
Explain the main contingencies affecting the process of organizational design and differentiate between a mechanistic and an organic structure
Cite the advantages of grouping people into functions and divisions and distinguish between the main forms of organizational structure from which an organization can choose
Explain why coordination becomes a problem with the growth of an organization and differentiate between the three main methods it can use to overcome this problem and link its functions and divisions
Gain an understanding of the enormous impact modern information technology has had on the process of organizational design and structure both inside organizations and between them

Following its 1985 reorganization, Apple began to adjust its products and marketing strategy to
better fit the computer industry environment. Product lines were filled out with equipment the
consumer wanted, such as large disk drives and more powerful versions of the machine itself.
Efforts were made to open up the Mac to third-party hardware and software companies. These
companies were hesitant, however, to invest time and money to develop software for the Mac
since the installed hardware base was such a small percentage of the market. Programs designed
for Apple would sell far fewer copies than those created for IBM compatible machines, making it
too costly to develop Macintosh software.47
In late 1985, Apple finally introduced a product that was successful in the business market. The
product was a desktop publishing program pioneered by the Macintosh for printing typesetquality
documents on the computer. “Some 50,000 Macintosh publishing systems were sold in
1986, and sales of the accompanying printers alone added about $150 million in revenues.”48
Excel, a spreadsheet program written by Microsoft Corp. for the Mac was also a success. Apple
was now able to offer capabilities similar to IBM PCs running Lotus 1-2-3 spreadsheet
programs.
In January 1986, Sculley began to pitch the Macintosh to Fortune 500 companies like General
Electric, Eastman Kodak and Du Pont, and listened to their criticisms. He also expanded the
number of business packages written for the Mac. Apple’s marketing strategy focused more
aggressively on the corporate market to win space in the office at the expense of the IBM.
Simultaneously, the company slowly extricated itself from the unprofitable home computer
market and lessened its dependence on sales to schools. Said Sculley, “We went after business
because that’s the biggest market with highest profit and the fastest growth in the personal
computer industry.”49
In pursuing the business segment, Apple began to hire more employees with professional
business backgrounds.
Early on, Apple tended to hire hackers and enthusiasts. For the last two years,
they’ve taken on experienced professionals who were businessmen before they
were Apple enthusiasts.50
The idea was that corporate managers would be more responsive to salespeople who were similar
to them.
 
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