Introduction

Drexler’s World Famous Bar-B-Que is a family owned restaurant operated since the late 1940’s. Drexler’s is located not far from downtown in an area known as the Third ward in Houston, Texas. The city of Houston offers several large chain barbeque restaurants along with smaller neighborhood businesses serving barbeques. 12-year-old James Drexler began working with his uncle and learned the secrets of the old family recipes. After the death of his uncle, James and his mother Mrs. Scott took over the business. Mrs. Scott influences the culture of the organization. She reflects her values of customer service, hard work, treating people fair and with respect, and a strong faith. Committed to customer satisfaction, Mrs. Scott treated every customer like family. The Third Ward is an economically challenged area where contribution is needed by local business, the Drexler’s felt they have an obligation to aggressively seek out opportunities to help others and to thank the community for their loyalty by sponsoring a softball team and a local Boy Scout troop.

1. What role do values play in how the Drexler's Bar-B-Que interfaces with its neighbors and customers?
To influence the culture of the organization and aligning the individual strengths and talents Mrs. Scott hard work, integrity, honesty, treating people fairly with respect, provided the best product and service to its customers. To convey allegiance to its customers and neighborhood, the Drexler's demonstrated appreciation, and "gives back to" the surrounding African-American community, the Drexler’s felt they have an obligation to aggressively seek out opportunities to help others and to thank the community for their loyalty by sponsoring a softball team and a local Boy Scout troop.

2. Is Drexler's an effective organization? Why?
To become an effective organization "Organization and individual talent necessary for success, Performance measures and incentives aligned to objectives, Clear roles and accountabilities for decisions, Organization structure that supports objectives, Clear vision and priorities, and cohesive leadership team" (Kramer, 2008). Drexler is an effective organization using adaptiveness in responding to internal changes such as featuring its traditional fare and more healthy menu items, and strive to provide great service. In addition, the organization provided satisfaction to its employees to meet its needs and it responded well to external changes by closing the restaurant for six month to rebuild a new and modern restaurant the expansion was a sound decision, business doubled upon reopening. In controversy, closing on Sunday and Mondays impact negatively revenue causing a reduction in organization effectiveness.

3. Apply the systems model to illustrate Drexler's Bar-B-Que operates within its environment.
In systems theory, "the organization are seen as one element of a number of elements that act interdependently" (Ivancevich J, Knopaske R, Matteson M, 2013, pg 11 ). The flow of inputs started when the founder of Drexler's Bar-B-Que "the great uncle" listened, and understood client needs and wants as a holistic approach for the Bar-B-Que restaurant business. Business process modeling results in the "improvement of the way tasks performed by the business, they can pick up errors or cons about the way processes are currently being performed and model an improved way of carrying out these processes" (Wikipedia, 2014). A strategic collaborative team work by managing distribution of work in process among family members enable staff to be more resilience, efficient, and cognitive of the truth of business. Pleasant personal traits, good food and services generated customer retention, and long life loyalty.
Conceptually, team researchers "have converged on a view of teams as complex, adaptive, dynamic systems (McGrath et al. 2000). They exist in context as they perform across time. Over time and contexts, teams and their members continually cycle and recycle. They interact among themselves and with other persons in contexts. These interactions change the teams, team members, and their environments in ways more complex than is captured by simple cause and effect perspectives. A number of excellent theoretical models of teams have appeared recently.
McGrath et al. (2000) describe three levels of dynamic causal interactions (local, global, and contextual). Kozlowski and colleagues’ (Kozlowski et al. 1999) theory of compilation and performance describes inputs, processes, and outcomes that develop over time as teams interact in contexts that are both external environments of the team and are shaped by actions of the teams in a reciprocal causal fashion. Knowledge, attitudes, and behaviors are both inputs and processes in a developmental sequence that impacts team performance. Team performance, while an output at time tn, is an input and a part of the process leading to performance output at time tn+1" (Ilgen, D. Hollenbeck, J.R, Johnson, M.Jundt, D). Family members dedication, persistence, and high performance in the day-to-day operation over time generated a valuable output for the organization to enjoy the profit and benefited the community. This case illustrates a great example of applying system theory using the basic elements of Input, Process, Outputs that cycle into the environment.

Works Cited:
Ivancevich, J.M, Knopaske R, Matteson, M.T, Organizational Behavior and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill Irwin Kramer K. (Nov, 2008), Business Process Model, Retrieved January, 12 2014 from http://nnaac.org/wp-content/uploads/2011/09/Effective-Organizations-PDF1.pdf Welcome To Interface, retrieved January, 11 2014 from http://www.interfaceglobal.com/default.asp Business Process Modeling(2014), Retrieved January, 12 2014 from http://en.wikipedia.org/wiki/ Daniel R. Ilgen, John R. Hollenbeck, M. J., Jundt, D. TEAMS IN ORGANIZATIONS: From Input-Process-Output Models to IMOI Models, Retrieved January, 12 2014 from http://faculty.washington.edu/mdj3/Publications/teamsinorgs.pdf