solution

Eventually, B-MED started a new company in Trinidad and hired 12 new engineers to be able to service the existing customers.

>The majority of these engineers came from MM Healthcare. MM Healthcare was managed and organized much differently than B-MED. MM Healthcare had a modern structure that was flat with little middle management.

>This gave the employees of MM Healthcare a sense of ownership and had enhanced the company’s culture to capitalize on employees feeling empowered and in control.

>When MM Healthcare’s employees were hired by B-MED, they were extremely grateful and happy to have their jobs back, but these feelings of satisfaction quickly dissipated.

>The MM Healthcare employees found themselves in a traditional organization where their voices were not heard and their opinions did not matter.

>Further, B-MED’s management did not have the proper tools, safety equipment, or safety procedures for these new jobs.

>The new employees immediately began to complain and voice their opinions to B-MED’s existing employees.

>This caused tension between the two groups. B-MED not only grew in the number of engineers but also hired additional sales staff and administrative staff.

>B-MED was now a company of more than 50 employees located in Trinidad and Miami.

>The original staff at B-MED began to blame the staff in Trinidad for all the problems B-MED was facing.

>The staff in Trinidad would blame Samuels’s bureaucratic style of management and his lack of commitment to his employees.

>The tension between the two groups had a direct effect on the performance of the employees. The high level of tension created stress among the employees, creating an unpleasant workplace.

>Samuels ignored stress levels in the company, the low job satisfaction, and the lack of intrinsic motivation in his employees.

>The turnover rate of employees began to increase at alarming rates, and the company’s bottom line suffered substantially.

>Mr. Samuels was no longer able to meet commissions and bonuses that were promised, which took away his ability to extrinsically motivate the employees through compensation.

>All Mr. Samuels had was his coercive power over the employees.

>Needless to say, B-MED finds itself in a very bad financial state with unmotivated employees and unhappy customers.

>1. There were a number of examples where opportunities for change existed but were not taken. Identify two different changes that were resisted. What could have been done differently to make the change happen?

>2.Why were the existing B-MED employees willing to work for Mr. Samuels without any issues, yet the employees from MM Healthcare were having issues? How could Samuels have made this transition better?

>3. Being that the two sets of employees came from different countries, what could have been done to ensure that both cultures (social and institutional) would mesh together?

>4. What were some of the changes that you see are still needed?