Throughout this Case Study, there were a multitude of organizational culture factors and the leaderships response to these differing cultural values which led to the extreme culture clash experienced by both B-MED and MM Healthcare. Due to its vertical hierarchy and Bureaucratic leadership style, B-MED significantly lacked inspiration and risk taking, as they were fearful of punishment and lacked autonomy in making decisions. Subsequently, MM Healthcare was built on a flat organizational structure that gave employees a sense of ownership and empowerment over their decisions. Considering that Samuels’ operations seemed to be much more results oriented, he failed to focus on the processes leading to his outcomes, which only worked when his company …show more content…
Since the company was relatively small and the employees were mainly motivated extrinsically, they were used to accepting, rather than challenging, the status quo, thus only motivating them to perform well enough to sustain profitability and receive kickback in the form of bonuses and sales commissions. On the other hand, MM Healthcare’s employees were inspired to go above and beyond their job description out as they responded more to intrinsic motivation and likely more team oriented, as their organizational structure was flat, with very few middle managers. Prior to B-MED, the organizational culture they were accustomed to emphasized empowerment and letting their employees feel in control. However, when they joined B-MED, Samuels continued to lead with his autocratic leadership style, instead of making employees feel valued and able to create change within their organization, which likely clashed with their values and beliefs. Instead of inspiring and empowering employees to perform well, he verbally reprimanded those who did not perform; thus, focusing on transactional leadership, instead of the transformational leadership style MM Healthcare had been accustomed to.
Samuels failed to recognize how differences in organizational and national cultures create obstacles in forming a single cohesive team. Large-scale research has proven that most cultures value adaptability, involvement, mission, and consistency; however, while these are all considered relevant by most cultures, these values are expressed different in each culture. Though there may be differences in how these values are expressed, research shows that a strong organizational culture has the greatest influence in all cultural