Free Essay: Henry Tam and the MGI Team Case – Main Managerial Problem On the surface, the seven-member MGI team which comprised of Henry Tam and. Sep 7, Henry tam at mgi team. 1. 1 Prepared By: Dhiraj Meher Gennia Qasimi Raghav Kapoor Amit Chauhan Sheoli Bhattarcharya; 2. Evaluation. May 2, Executive Summary Henry Tam faced a difficult challenge as he began his business plan project with Music Games International (MGI).
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Cultural differences and different background created friction between the team members. The second perspective based on whether the team showed signs of an effective team . The MGI team may become more concerned with efficiency, making ill-informed decisions. First, they need to overlook personality conflicts to facilitate agreement.
We would evaluate if ths differences amongst the team members kgi a liability or an asset from two perspectives. The team did not work well together as earlier indicated they had faced conflicts, frustrations and tensions. The team started their first meeting in early February and by mid March after several meetings; they did not even have the first draft of the business plan which was due in 3 weeks for submission.
We felt that the team members did not have a common goal. Three of them were immigrants to US from the former Soviet Union and they have been friends for a long time, particularly Sasha and Igor.
The founders are all Russians atm are trying to create, produce, and sell a unique computer-based music game where through the game play user can both learn and enjoy music. The root cause was that no team leader was officially appointed or nobody was empowered to define the role structure, the decision-making process and assessing team performance.
In evaluating the team’s process from the five genry of group development; Forming, Storming, Norming, Performing and Adjourning  ,we saw that the forming stage ajd place over a few meetings as not all members were inducted in the beginning.
There was another composer who worked with us, but he left because he didn’t see a future in it. This is something that should have been done at the formation of their group, so damage is already done.
He should meet each of the team members individually and in group setting to determine the best fit. This is not a ghe situation; in fact it could actually be advantageous.
We certainly think so and we recommend Henry to step up to be a good team leader for the MGI team. Sasha seems to be much Americanized as their preferences of languages suggest pg.
Sasha was very unfocused and always jumped from one idea to another. This marks the emergence of a mature, organized, and well functioning group.
Henry Tam and Mgi Team | Free Essays –
Members are interested in getting to know each other and discovering what is considered accepted behavior in determining the real task of the group, and in determining group rules pg. We began with Henry and Dana – they were frustrated during the first meeting when they were asked by Sasha to leverage on HBS alumni network to help market MGI products.
They had conflicts, frustrations, and tension among each other. In summary, the team desperately needed a leader. Menu Skip to content. Henry believed that a neutral leader with the industry expertise and teamwork leadership skills could help the team to move ahead much faster.
Tram, no team leader was officially appointed or nobody was empowered to define the role structure, the decision-making process and assessing team performance. Socio-emotional Needs of The Team Members Although the team was highly motivated and wanted to work together, their ad created a lot of negative emotions amongst them as evidenced in the case study.
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Henry Tam and the MGI Team
Give in to others, sometimes to the extent that you compromise yourself. This is the case with the incidents with Sasha. On paper, there were danger signs of personality clash between the MGI team founders and Henry and Dana. You are commenting using your Twitter account. Pretend it is not there or ignore it. The problem in the norming stage led to the problem in the performing stage. Dana and Henry formed the sub group with the main purpose of taking part in the HBS business plan while the other sub group consisted of Dav, Igor and Sasha who worked on the technical aspects of product design and patent application.
An Analysis of Henry Tam and the MGI Team
Although the case did not specify if the business plan was eventually developed within the timeline, based on the progress thus far and with comments drawn from the team members in the case, we determined that the progress in completing the task was far from ideal.
Roman was not present in the first xnd, Alex was introduced in the second meeting and Dav was only introduced in the third meeting subsequently. Dana and Henry were the Americans and were looked as interns by Russian Sasha instead of team leaders. Igor brought with him his reputation, his knowledge and networks in the music industry. The root of the problem is that the company culture is not adaptive.
However, no on the team knew the right way to go, or how to decide uenry direction to take. Too much emphasis on certain roles may cause the team to be dominated and under-perform. Without a leader, the team struggled with developing credibility and influence among team members and establishing a motivating vision.
In order for the group to achieve its agenda, expectations and boundaries must be set for team members creating a clear direction. Henry had doubts on Sasha’s intentions and wondered if both Dav and the HBS students were used as ploys ths get into business contests. Teams are interdependent in the tasks they perform; in short team work and a joint effort are a must for any team to be successful. As evidenced in the case study, they were brainstorming in an disorganised manner and specific outputs were not determined from each meeting or from individual.
Alex also stated that Sasha has very strong ideas about things and is not open to others. Could this team be salvaged?
Henry took the role of compromiser to resolve the conflict between Sasha and Dana. They were primarily the three founding members of MGI with each able to stand on its own reputation, talent and skill sets.
Integrating Individuals, Groups and Organizations. They also did not state the objectives of their meetings. There hnery no clear leader; whoever had the most energy at the time provided leadership pg.