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LAT201H1 : LAT201 - Livy I

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magentaduck547
29 Jan 2012
School
UTSG
Department
Latin
Course
LAT201H1
Professor
Michel Cottier

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Document Summary

Also rumour has it that hannibal, nearly nine years of age, childishly coaxing his father. The very timely death of hamilcar and the childhood ofhannibal postponed the war. In the meantime hasdrubal held command for nearly eight years between father and son. And so since the army takes position far away from your homes, and there is uncertainty when you would see your homes again, if anyone wishes to visit those of your own, i give military leave. At the beginning of spring, i declare you must be present, that with the good help of the gods, we will start a war which will be one of great glory and great booty. From almost the entire army gratitude was shown for the opportunity of seeing their homes unasked. Throughout the whole winter season, rest in between labors which they has already endured and which they soon had to endure restored their bodies and spirits afresh for every suffering.

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Scott Mcnealy and Sun Microsystems

Abstract:

Scott McNealy had been the CEO of Sun Microsystems, a company that he had co-founded in 1984, for 22 years. In April 2006, he announced his decision to step down in favor of Sun's president and COO Jonathan Schwartz.

This case study discusses the various events at Sun under McNealy's leadership. It traces the company's growth from a small startup in the mid 1980s to one of the driving forces behind the internet economy in the 1990s. It also talks about the events that led to Sun's decline in the early 2000s, and McNealy' failure to arrest this decline. The case concludes with a discussion of the leadership change at Sun and whether Schwartz was the right person to give the ailing company a new lease of life.

Questions:

1.What is the role of its founder in its initial success and later troubles?

2.Why developing cutting edge products does not automatically translate into financial success?

3.What is the importance of flexible business models, especially in markets with rapidly evolving technologies?

INTRODUCTION

"Scott (McNealy) is kind of like Moses. (He) led the world to the land of milk and honey, but he got left behind."

- Paul Saffo, director, Institute for the Future,1 in 2004.2

"Sun has been a labor of love for me for since 1982 and it has been an honor and privilege to serve as its CEO for the past 22 years. We've helped shape the industry as it is today, and the opportunities before us are immense."2

- Scott McNealy, co-founder, chairman and former CEO of Sun Microsystems, in 2006.3

The End of an ERA

In April 2006, Scott McNealy (McNealy), the co-founder of Sun Microsystems, Inc. (Sun), announced that he would step down as the CEO of Sun in favor of the company's president and Chief Operating Officer (COO) Jonathan Schwartz (Schwartz). This was significant news for the IT industry, as McNealy had been at the helm of Sun for the last 22 years and had steered the company through a series of ups and downs in the industry.

The announcement was made on the same day that Sun announced a loss of $217 million4 for the quarter ended March 31st 2006, (taking the company's cumulative losses since 2002 to a staggering $4.5 billion).

It was not a surprise as Wall Street had been calling for McNealy's resignation since the early 2000s when Sun first went into decline following the bursting of the dotcom and telecom bubbles in 2000 and 2001 respectively. Between fiscal years 2001 and 20055, Sun saw its sales fall 39 percent and its share price plummet from a peak of $64 in mid 2002 to around $4 by 2005. Following the announcement of McNealy's exit, the stock gained 8.6 percent in extended trading and reached its highest level of the year at $5.41 (Refer Exhibit I for Sun's share prices).

McNealy said that the leadership change was a part of the company's succession planning efforts, and that he was looking forward to playing the role of 'chief evangelist' within Sun. However, some analysts felt that that the board had forced McNealy to step down under intense pressure from Wall Street over the company's poor financial performance.

McNealy was to continue as the chairman of Sun's board as well as chairman of the board of Sun Federal, Inc.6 McNealy was as well known in the IT industry for his visionary leadership of Sun in the 1980s and 1990s, as for his witty takes on competitors, especially Microsoft Corp. (Microsoft)...

He was one of the most controversial leaders in the industry, but even his harshest critics could not deny that he played a pivotal role in shaping the future of computing. It was not surprising therefore that when the leadership change at Sun was announced, analysts said it was 'the end of an era'in the history of the IT industry.

Background

McNealy was born on November 13, 1954 in Indiana. His father, William McNealy was vice chairman at American Motors Corp. (AMC).7 As a child, McNealy took an avid interest in the auto industry - an interest encouraged by his father, who often discussed business with the youngster and allowed him to accompany him when he went to play golf with people like Lee A. Iacocca.8

After attending Cranbrook Kingswood School, a preparatory school near Detroit, McNealy was accepted at Harvard University, from where he graduated with a degree in Economics in 1976. He then tried for a place at Stanford Graduate School of Business (Stanford) but was rejected.

While trying for an admission into Stanford, McNealy took up a job as foreman at the Rockwell International Corp. (Ohio), which made body panels for trucks. When he eventually got into Stanford in 1978, he chose to specialize in manufacturing rather than the more popular finance. He was not a dedicated student and later admitted that he spent more time 'goofing off' than in classes.

One of his classmates recalled that McNealy never bothered to attend any class that he did not think would help him get a job. At that point McNealy was not ambitious. Reportedly, his ambition was to start a small machine shop that he could leave to his children, and then, to retire early. After graduating in 1980, he worked in the manufacturing departments of FMC Corp. (which made tanks for the US army) and of minicomputer maker Onyx Systems. In 1982, Vinod Khosla (Khosla), McNealy's classmate at Stanford, asked him to join him, Andy Bechtolsheim (Bechtolsheim) and Bill Joy (Joy) in starting a computer manufacturing unit to make and sell workstations operating on UNIX.

The Golden Years

It was McNealy's dynamism and vision that were largely responsible for Sun's rapid growth in the first two decades of the company's existence. When McNealy first joined Sun, he was in charge of manufacturing, but later became responsible for sales as well. This helped him develop a good understanding of different areas of the business. After McNealy became CEO in 1984, he played an important role in shaping Sun's vision that 'The Network is the Computer'. Sun was committed to developing technologies that would allow computers to connect seamlessly over a network, thus increasing their power tremendously. Networking would allow computing to be provided like a utility, just like electricity and telecommunications..

The Decline

The beginning of the new millennium turned out to be inauspicious for the US economy. The collapse of several dotcom and telecom companies combined with the September 11 terrorist attacks on the US sent the economy into a decline, and one of the worst affected by these adversities was the IT industry...

Conclusion

According to analysts, Sun could have become one of the giants of the IT industry, on par with IBM and Microsoft. Many concepts that had become the standard in the early 2000s, like networking and open source, were first popularized by Sun. But the company took some missteps along the way, which did not allow it to take advantage of its resources. "They've (Sun) always had lots of great things on paper. But when it comes to execution, they're lacking. They always seem to be behind where they need to be" said Gary Feierstein, vice-president for information technology at Premier Inc., a hospital management company.

Please help answer 4 questions:

1. Using the information provided thus far by both Parts I and II, answer the following questions.

What problems both stated and unstated does Phyllis seem to be experiencing? What pieces of background information (patient environment and social/family history) have been provided by the family?

2. Distinguish between the relevant and non relevant symptoms/lab results needed to form a diagnosis. Of the relevant symptoms/lab results, rank them in priority and defend your answer.

3. Given what you know about the role of myelin in action potential propagation and the key information previously identified in questions 1 and 2, explain why multiple sclerosis is the appropriate diagnosis.

4. Consider you are the physician, what would be your strategy to slow progression of the disease and compensate for reduced neuronal function? What is the long-term prognosis with treatment?

The Soccer Mom:

A Case Study on the Nervous System

by

Jennifer Bolognese, Misti Coronel, Anita Intorre, and

Phil Stephens Biology Department Villanova University

Part I—At the Soccer Game

Thirty-two-year-old Phyllis Jackson was sitting on the bench at the side of the soccer ?eld, sipping a bottle of

Gatorade. Her husband, Steven, sat next to her with a concerned expression. “I’m really worried about you, honey,” he said.

“I’m just a little dehydrated; I’ll be ?ne.”

“If this were the ?rst incident, then maybe I’d agree with you. But your boss has been on your case about your lack of concentration at work, you forgot to pick up the kids from school last week, and quite frankly, you haven’t exactly been yourself with me lately. Now you’re having fainting spells during games? Something doesn’t seem right.”

“I know things haven’t been going well for me lately, but I don’t know why. I try so hard at work, at home, with the kids, to be a good wife. So maybe all this stress has made me a little unfocused and disoriented. What do you want me to do about it?” Phyllis said, blinking back tears.

“I think you should see a doctor,” Steven replied, putting his arm around her and drawing her close. “The kids are getting worried, too.”

Phyllis sighed. “Alright, if it will make you feel better. I really just think I need some time to relax, though.” “Well… I could drop the kids of at my sister’s tonight; that would give us a little free time…”

“That’s really thoughtful of you. I could de?nitely use a quiet night at home, maybe even go to bed early.” Steven seemed disappointed.

Part II—The Doctor Visit

“So, what seems to be the problem, Mrs. Jackson?” Dr. Warner asked Phyllis.

“My husband wanted me to come in and see you after I fainted during my soccer game Saturday. I’ve also been having some problems at work, but I think I’m just stressed.”

“What kinds of problems have you been having at work?”

“It’s been hard to concentrate on tasks. I’ve also had some problems typing—I’ve been making more errors than usual, and oftentimes my ?ngers will go numb.”

“I see,” said Dr. Warner, taking a few notes on his clipboard. “According to my records you are not on any long term medication. Have you noticed any problems outside of work?”

“Well, my husband has been complaining about our personal life lately. And last week, I completely forgot that I was supposed to pick up our two daughters after school. I’ve been feeling really tired lately; even my coordination seems of.”

“How long has this been going on for?”

“A few weeks, but this isn’t the ?rst time. These problems seem to come and go, but it’s getting to the point where I can’t just ignore them anymore. I don’t know, maybe I’m just depressed.”

“Why do you say that?”

“My mother suffered from depression throughout my childhood.”

“Well, depression certainly could cause some of the symptoms you’re experiencing,” Dr. Warner said thoughtfully. “Is there a history in your family of any neurological disorders?” “I don’t think so. I have some vague recollection of my grandfather in a wheelchair when I was really young, but I don’t know what was wrong with him.”

“Okay,” said the doctor, nodding. “Well, the few preliminary tests we’ve run show that you are not pregnant, and that you are not going through menopause. I’d like to send you to see Dr. Thrush, a friend and colleague of mine. She is a neurologist at the local hospital and she will run a few tests to explore your symptoms a little further.”

Questions: Analyze

1. Using the information provided thus far by both Parts I and II, answer the following questions.

What problems both stated and unstated does Phyllis seem to be experiencing? What pieces of background information (patient environment and social/family history) have been provided by the family?

Part III—Diagnostic Tests

Dr. Thrush looked over the results of Phyllis’s Magnetic Resonance Imaging (mri) and evoked potential tests. She was thinking how glad she was that Steven had accompanied Phyllis on this visit as she showed them the MR images of Phyllis’ brain.

“The machine took pictures of Phyllis’ brain in slices. The dark areas are the brain tissue, Phyllis, and the white areas in the middle and around the outside are the cerebrospinal ?uid.”

“Is that normal? Am I ok?” Phyllis asked. “And what are those little white dots in the tissue?”

“The white dots are what concerned me,” replied the doctor. “So we did another type of mri, called dark ?uid, so that your cerebrospinal ?uid would not show up white.”

“But I still see the white dots in my brain tissue. What does that mean?”

The doctor looked down, knowing that this was never an easy thing to tell a patient.

“I am afraid that this indicates that there are plaques or scars in your brain, and that you may have multiple sclerosis.”

Tears began to form in her eyes as Phyllis squeezed her husband’s hand.

“I am afraid that the evoked potential test and the elevated levels of myelin basic protein in you cerebrospinal ?uid indicate the same thing.”

Questions: Evaluate and Apply

2. Distinguish between the relevant and non relevant symptoms/lab results needed to form a diagnosis. Of the relevant symptoms/lab results, rank them in priority and defend your answer.

3. Given what you know about the role of myelin in action potential propagation and the key information previously identified in questions 1 and 2, explain why multiple sclerosis is the appropriate diagnosis.

Part IV—The Diagnosis

Dr. Thrush informed Phyllis that she was probably suffering from the relapsing-remitting form of multiple sclerosis (ms), in which relapses of symptoms are separated by periods of remission. ms is a disorder in which the myelination of axons is degraded due to unknown factors. The most commonly accepted explanation is that ms is an autoimmune disorder in which myelin in the central nervous system is attacked by the body’s own immune system. There is no known cure for multiple sclerosis. During remission, axons affected by the disorder regain their function. Voltage-gated sodium channels are concentrated in the nodes of Ranvier and the distribution changes at disease onset.

Questions: Create

4. Consider you are the physician, what would be your strategy to slow progression of the disease and compensate for reduced neuronal function? What is the long-term prognosis with treatment?

Thank you for your time with this

MILE Entertainment Systems was established by four graduates of Istanbul Şehir University (ISU) in 2020. Mahmut, son of a genuine Anatolian merchant, has been fond of electronic games since his childhood. If he were born in New York or Tokyo, he could make one of the best electronic game designers even before the age of 15! İbrahim, son of a bank manager at Türkiye Finans, a so-called participation bank working on Islamic (no-interest) principles. His main goal has been “to transform a Turkish company into one of the top trend-setters in the global marketplace. (planning-vision)” He thought that finance was the heart of the matter, so he would concentrate mainly on the financial aspects of the enterprise. “Give me money and I will take care of the rest!” Lisa, daughter of a Prussian landlord, has worked as an apprentice for her aunt Helga, a wellknown fashion designer in Hamburg. Her childhood dream was to direct a film which will overshadow the legendary Kinderfilms like Pinokyo and the Wizard of Oz. She considered ISU studentship as a critical step toward her goal. Elif, the daughter of a trade union leader, has been thinking of leading the global environmental struggle against the egoistic capitalist manufacturers of the world. Her basic competencies lie in the areas of engineering and management. She is able to think like a person of science and act as a woman of politics. After a long discussion with Prof M Ozel of ISU, they borrowed TL 100,000 (role of entrepreneurship) from Türkiye Finans, thanks to Kemal Bey, İbrahim’s father, on the basis of a profit-and-loss-sharing system. These four kafadars, a Turkish word for high-risk-takers, agreed on developing new video games with new heroes (Planning). Rather than compete directly with companies like Sony and Microsoft, they made the decision to broaden the market to attract people who have not already played video games (Planning). They introduced the MES (Mahmut’s Entertainment System) after six months, and it was an instant hit. Over the course of the next two years, it almost single-handedly revitalized the video games industry. Selling over 60 million units, people brought games like Mario and Zelda into their homes for the first time on the MES. The second step was the Game Boy in 2022. Its screen was four-colors-of-gray but the device defined portable gaming and was enormous fun. Game Boy was closely associated with the classic game Tetris when it first appeared in the market. Game Boy is nowadays the most successful video game system ever released. Since its introduction in 2022, Game Boy has sold well over 500 million systems worldwide. Originally bundled with the game Tetris, this little handheld became an instant phenomenon. And on November 13, 2023 in İstanbul, MILE launched the MILE 3DS system, which allows users to view 3D content without the use of special glasses. The company was organized in a postmodern way. There were almost no clear boundaries between the so-called functional departments, such as Research and Development, Manufacturing, and Sales and Marketing. Even the doorkeepers were held responsible for marketing, if not for finance! The Gang of Four comprised the Governing Board together with two independent board members: Ahmet Ademoglu, the former director of the Central Bank, who was expected to put the financial side of the enterprise in order; and Mehmet Koç, the ex-marketing manager of Ulker Company, who was given sole authority for the sales and promotions (Organizing). The Gang dreamed, designed, and developed; the professionals executed! Towards the end of the second year of their establishment, the administration decided to transfer the top management of Nintendo (Planning), the legendary Japanese video games manufacturer. You know, the Japanese are known for lifetime commitment to their companies. In China every family is said to be company, whereas in Japan each company seems to be a family! However, Okamuko Suzuki, the then CEO of Nintendo, was a western-minded manager who accepted the five-million dollar transfer money and joined (Staffing part of Leading) the MILE community. He also convinced six other top managers to move Turkey (Leading) and become part of the new firm. Considering the wide cultural gap, Suzuki wisely thought that it would be foolish for him to manage the whole company with its more than forty Turkish experts (Planning). Instead he asked for the establishment of a relatively small Design Department, and was appointed as the chief director (Organizing) of it. Mahmut Bey would coordinate (Leading, He is given a new role) the activities of these radical designers with the rest of the company. MILE has produced impressive results in a decade of uncertainty in the world economy. Almost out of nothing, they realized a sales volume of 2 billion liras by 2030, with an aftertax profit rate of 12 per cent. Even then, however, they were concerned. It would be easy, they said, for complacency to set in. They wanted to keep the company hungry and humble (Planning). Lisa was the public face of MILE. She was present in all kinds of high-society ceremonies like film galas, ballet shows, fashion fairs, and high level socio-political events (Role of Figurehead). She declined the marriage offer by one of the young ministers of the Cabinet, saying she is already married to MILE! However, most public announcements were made by İbrahim (Role of Spokesperson). He knew almost all media figures by their names (Role of Liaison), and had a very convincing speaking style (Role of Leader). He is the person at the two extremes of the enterprise: all major moves start with his announcements (Role of Spokesperson) and are overseen by his meticulous examination (Controlling). He uses every tool and opportunity to get rid of unnecessary costs (Controlling). Mahmut has always been the spiritual motivator of his community at every level (Leading and Role of Leader). He is fond of people as much as electronic games. He openly shares his ideas, plans, and even his dreams with his fellow inventors (Leading and Role of Disseminator). Like Iniesta of Barcelona, he is a team-builder and a game-developer (Leading and Role of Leader) before being an inventor himself. He is a quick reader of top electronic journals (Role of Monitoring), collecting whatever of value for his community (Role of Monitoring) and transmitting it through various channels to the prospective inventors of the company (Role of Disseminator). Elif acts like a public conscience (Role of Leader) for the community. Being a harsh critique of the global capitalism, she is actually against the monopolist concentration of capital. She always bargains trade terms with the commodity sellers (Role of Negotiator) and backs the workers in their discussions even against the MILE management. She acts like a magic-doctor between the labor and the capital and settles all kinds of disputes among workers themselves (Role of Disturbance Handler). She is called “Elif Abla” by the community as a whole. QUESTIONS: 1. Write a vision statement, a mission statement, and three major strategies for MILE. 2. Which managerial functions seem to be performed well by the four kafadars? 3. What managerial roles are being played by the kafadars?