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Jamma. Clyde had been a very successful member of the portland team; he had been selected to play on several all-star teams, had played for two NBA championships, and was a member of the original Dream Team that sent NBA players to the 1992 Summer Olympics.
The Houston Rockets, the defending NBA champions, were struggling during that winter of 1995. The acquisition of Clyde Drexler was seen as a “blockbuster” one and a key to helping the team repeat as NBA champions. The city was overjoyed with the idea that a local hero was returning home to assist the team in once more winning the championship.
The initial news of the trade brought many new customers to the restaurant. As the Rockets progressed through the playoffs during the spring of 1995, even more customers came. Some days, the restaurant had to close early because it ran out of food. During the semifinals with San Antonio and the finals with Orlando, there appeared to be as many newspaper articles and television reports originating from the restaurant as from the basketball arena. A radio station staged an event outside the restaurant for fans to earn tickets to the game. A major local newspaper gave the restaurant a favorable review in the food section. Many Rockets fans saw frequenting the restaurant as a way to “connect” to the ball team and came to hug Mrs. Scott or chat with her about her son, Clyde, or both. When the Rockets clinched their second NBA championship, everyone in the city knew about the Rockets, and many now knew of Drexler’s Bar-B-Que.
The restaurant has since become the hub of several businesses located side by side. In addition to her two sons, Mrs. Scott has four daughters. Virginia Scott, who is heavily involved in the restaurant, is
also co-owner of a beauty salon, with another sister, Charlotte Drexler. A bakery is owned and operated by a cousin, Barbara Wiltz. A bookstore with a sports emphasis is leased to a nonfamily member. In January 1996, a new addition was made to the building, and a significantly expanded catering business was begun. Meanwhile, the restaurant has increased its neighborhood involvement by offering free Thanksgiving and Christmas dinners to neighborhood residents in a neighborhood park.
Sun Microsystems was founded by Andreas Bechtolsheim, Bill Toy, Vinod Khosla, and Scott McNealy in 1982. The first Sun system, the Sun-1, was a high performance computer based on readily available, inexpensive components and the Unix operating system largely developed by Joy while in graduate school at the University of California-Berkeley.
*Note: The blue underscored words/ phrases in this case indicate Internet links provided in the online version. See the Organizational Behavior, Seventh Edition Web Site at http://www.wiley. com/college/schermerhorn.
1. Use the open systems model decribed in this chapter to show how Drexler’s Bar-B-Que should operate as a learning organization.
2. How do the “values” of Drexler’s Bar-B-Que relate to the ethics and social responsibility issues raised in this chapter?
3. What challenges of organization and managerial leadership face Drexler’s in its current movement toward expansion? ?
From the very start, Sun resisted the so-called Microsoft Windows/ Intel (Wintel) model and concentrated on high-end workstations, suitable for engineering, designers, Wall Street traders, and CAD/CAM applications.
Scott McNealy took over as president of Sun in 1984 and since then has waged a constant war with Bill Gates and Microsoft. At first, Sun’s market niche of high-end workstations kept it from competing directly with personal computers. However, over time PCs acquired more and more computing power, putting them in more direct competition with workstations. As a conse-
quence, Sun has branched out into other computer areas, with an emphasis on the Internet.
Sun is the only major company that builds an entire line of computers based exclusively on its own designs, its own chips, dubbed Sparc, and its own software, a version of the Unix operating system known as Solaris. As such, Sun stands alone as the “pure” alternative to the Wintel world.2 This strategy is not without its detractors, who point out that Sun handicaps itself by requiring huge R&D expenses compared to those firms relying on Windows and Intel. Sun spends 10.4% of its sales on R&D, compared to 4.5% at Compaq and 1.6% at Dell, who rely on Intel and Microsoft for much of their research.3
McNealy boasts that “there are three technology companies left in the computer world. Intel, Microsoft and Sun.”4 “They [Sun] are beginning to be viewed as much more credible as an end-to-end solution provider,” says Joe Ferlazzo, an analyst at Technology Business Research. Sun offers an attractive alternative with the same operating system on everything from a $2500 workstation with a single Sparc chip to a $1 million server with 64 parallel chips delivering as much computing power as an IBM mainframe. “That’s what’s needed in the ISP environment and in corporate computing” he adds. In the opposite camp, Susan Whitney of IBM argues that “To believe that a single architecture will address all the business requirements is not a sound strategy.”5