Read the case study below and answer the questions that follow. Norman Brinker and Brinker International Among other labels and titles, Norman Brinker has been called entrepreneur, pioneer, visionary, and mentor. These titles and labels were acquired through the 40+ years of his legendary career in the restaurant industry. Always looking for a challenge, Brinker started his restaurant career in the late 1950s as a partner in the Jack-in-the-Box restaurant chain. This initial experience forged a love for the restaurant business. In 1966, he developed Steak and Ale, the forerunner of what is now referred to as casual dining. In 1971, he sought out another challenge in the restaurant industry, developing the Bennigan's chain. In 1976, he sold the Steak and Ale and Bennigan's chains to the Pillsbury Corporation, becoming a vice president for Pillsbury. He quickly ascended to the presidency of Pillsbury, but he left in 1983 to buy a 40 percent interest in the Chili's restaurant chain. In 1984, Brinker International was formed, and Norman Brinker pursued an aggressive growth strategy for the company. Since it was formed, Brinker International has developed into \"the premier casual dining restaurant company in the world and has received numerous accolades through the years for its outstanding performance.\" As of the end of fiscal year 2003, Brinker International had 1,402 company-operated, jointly developed, and franchised units in 49 states and 22 nations. The Brinker International brands include Chili's Grill and Bar, Romano's Macaroni Grill, On the Border Mexican Grill and Cantina, Maggiano's Little Italy, Big Bowl Asian Kitchen, Corner Bakery Caf, and Rockfish Seafood Grill. Brinker International had annual revenues of approximately $3.8 billion in fiscal year 2003. Each year from 2000 to 2003, Brinker International was listed among the \"400 Best Companies in America\" by Forbes magazine. Norman Brinker has been recognised on numerous occasions for his leadership capabilities. He is \"widely regarded as one of the most influential chain builders in food service history.\" Brinker's leadership philosophy is that \"winners attract winners.\" Brinker clearly has confidence in himself, and justifiably so. He has successfully led several companies in a highly competitive industry in which many fail. Moreover, Brinker likes to surround himself with people who believe in themselves and are (or can be) successful. He says: \"The people I've been able to attract over the years are terrific individuals. They want to do better. And the success is contagious.\" Under his leadership, Brinker International developed a culture \"driven by integrity, teamwork, passion, and an unwavering commitment to making sure each and every guest has an enjoyable dining experience.\" Through example and personal involvement, Norman Brinker promoted an ethical organisational culture where people respect one another and work collaboratively in seeking to provide excellent meals and excellent service. Norman Brinker has ended his formal leadership within the restaurant industry, but his influential reach will continue. In retiring from Brinker International in 2000 but remaining as chairman emeritus, Norman Brinker formally tuned over the leadership reigns of the company to Ron McDougall, a protg whom he had groomed since the two began working together in 1974 at Steak and Ale. In passing the leadership torch to McDougall, Brinker observed that his successor \"is one of the strongest, most visionary individuals that I've ever been associated with. He is a born leader, an adept team builder, and the best strategist in the business.\" McDougall has served as Brinker's Chief Executive Officer since 1995 and as Chairman since Norman Brinker became chairman emeritus in 2000. According to Brinker's 2003 Annual Report, McDougall will hand over the CEO duties to Doug Brooks while remaining as chairman of the board. Brooks is a 25-year Brinker employee and president and chief operating officer since 1999. Todd Diener, a member of the Brinker management team since 1981, will succeed Brooks. The top management transitioning and continued success of Brinker International is due in no small part to the mentoring by Norman Brinker. As chairman emeritus, Norman Brinker is not involved in day-to-day operations of Brinker International. However, he will \"travel and address franchisee groups, spreading his casual dining gospel of good management, great food and fun that was his hallmark throughout his career.\" He most assuredly will be listening to customers, trying to find out what they are thinking. \"He even visits competitors' restaurants, walking around as if he runs the place, stopping to inquire about the food and service.\" As Richie Jackson, executive vice president of the Texas Restaurant Association observes: \"Norman will still be building leadership and mentoring in his capacity as chairman emeritus.\" Source: (Nelson and Quick, 2006: 418 - 419)