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?

B-MED sold and serviced small medical in the Caribbean and Latin American Region. As there were only a few products, B-MED only required a small staff mostly composed of Samuels’s family members or friends of the family. The company was a traditional vertical organization, where Samuels made all decisions. Samuels rewarded hardwork with bonuses and commissions and punished those who did not do as told. B-MED’s employees accepted the status quo and performed well enough to generate profitability revenue.