Question One:
B-MED and MM Healthcare differ significantly across the six dimensions of organizational culture. B-
MED exhibits low adaptability, relying on rigid, top-down decision-making and resisting change,
whereas MM Healthcare embraces innovation and employee empowerment. In terms of detail
orientation, B-MED lacked proper tools and procedures, reflecting poor attention to detail, while MM
Healthcare likely emphasized thoroughness, given its technical service success. B-MED’s results
orientation was driven by extrinsic rewards, but lacked sustainable performance measures; MM
Healthcare, conversely, emphasized productivity through empowered teams. On people/customer
orientation, B-MED failed to address employee well-being and customer needs, unlike MM Healthcare,
which valued employee voices and service quality. Team orientation was weak at B-MED due to
divisiveness and poor communication; MM Healthcare fostered collaboration through a flat structure.
Lastly, integrity suffered at B-MED with coercive leadership and low transparency, while MM Healthcare
upheld ethical practices through trust and shared responsibility. These cultural contrasts fueled internal
conflict post-expansion.
Question Two
Existing B-MED employees were willing to work for Bob Samuels without major issues because
they were accustomed to his autocratic leadership style and had accepted the company’s
culture of top-down control, extrinsic motivation, and limited input. Most were family
members or close associates, which fostered a sense of loyalty and familiarity. They understood
the rules—follow instructions, receive bonuses, avoid punishment—and this predictability
created a stable, if uninspiring, work environment. In contrast, employees from MM Healthcare
came from a progressive, flat organizational structure where collaboration, empowerment,
and employee input were valued. They were used to having a voice in decisions, feeling
respected, and working in a culture that promoted ownership and responsibility. When they
joined B-MED, they experienced a sharp cultural shock—being silenced, under-resourced, and
micromanaged. The lack of autonomy, poor communication, and outdated management
practices clashed with their expectations, resulting in frustration, disengagement, and conflict
with the original staff.
Question Three
National culture plays a crucial role in shaping how employees perceive authority, teamwork,
communication, and motivation. In this case, B-MED’s Miami-based employees operated
within a U.S. cultural context that often emphasizes individual achievement, hierarchical
structures, and performance-based rewards. They were used to a more traditional corporate
environment where following orders and respecting authority were the norms. On the other hand,
the Trinidad-based employees, particularly those from MM Healthcare, came from a more
collectivist and community-oriented culture. Trinidadian work culture tends to value
collaboration, inclusivity, and open dialogue. MM Healthcare’s flat structure aligned with
these values, fostering a sense of shared responsibility and empowerment. To bridge this cultural
gap, B-MED should have implemented cultural integration strategies such as cross-cultural training,
open communication channels, and team-building initiatives that promoted understanding and mutual
respect.
Question Four:
To address the organizational culture clash and restore profitability, B-MED must initiate a cultural
transformation that fosters inclusion, communication, and shared values. Leadership should adopt a
more participative style, involving employees in decision-making and recognizing diverse perspectives.
Cross-regional team-building activities and cultural sensitivity training can bridge gaps between the
Miami and Trinidad staff. Implementing clear communication channels, updated safety protocols, and
employee feedback systems will improve trust and morale. Shifting focus from coercive control to
empowerment and accountability will enhance motivation. These steps, combined with aligning
organizational goals across teams, can rebuild unity, boost performance, and restore financial stability.
