HENRY TAM AND THE MGI TEAM PDF

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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Henry Tam and the MGI Team

Harmonizing in this case shows that team members mediate between differences between others to find the common ground in disputes. Another recommendation is to establish a clear team leader to develop credibility. He stated that he is not very aggressive in group conversations. From the people perspective, there seemed to be a main group and subgroups. Mgl, knowing how to manage agreements and disagreements will help the team to produce better performance among its task and interpersonal relationship.

I felt I had to handle them at the same time that I had this pivotal role in producing the business plan We also feel the team did not spend time developing a good working culture from anr start. Thus, members in the group may get confused and unclear with certain actions arise. tma

Henry Tam and Mgi Team | Free Essays –

Basically, team members express their views to bring the team into harmony and agreeability. In ghe for the group to achieve its agenda, expectations and geam must be set for team members creating a clear direction. This means that the team members do not come together and support change to enhance their productivity.

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Igor and Roman were impressed by the presentation but Sash expressed frustrations and felt that he is being alienated by the group. This was further fuelled by the lengthy and disorganized meetings and slow progress to deliver the business plan.

And lastly, they did not set the norms and values and did not spend time developing a good working culture from the start. Based on the leadership styles, Henry was a team leader [16]. Expectations and Boundaries must be set. Therefore, the group fails to achieve timeliness. His CV did not indicate his key achievements. They have come together in order to complete a task.

Alex views the major difference or point of conflict as that between the creativity of Igor and Roman and business sense of Dana and Henry.

Sasha had strong working experiences in both MNCs as well as start-ups. The blurring roles caused to team to remain inefficient. Group members tend to act and behave differently as they come from different cultures. Subject Code and Name: By doing so, tensions or discomforts would have been much lower among the team.

Sasha should try to accommodate his needs regarding group meetings and group activity.

We began with Henfy 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. 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. Business and Environment Business History Entrepreneurship. Dana and Henry were both HBS students but on paper, they had no track record in helping start-up companies except coming from an Ivy League university.

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The MGI team may become more concerned with efficiency, making ill-informed decisions. In this instance, it causes the team not to be as effective as they otherwise would.

In the next storming stage, we saw conflicting expectations, frustrations and a bit of confusion too. Instead of utilizing the full resources that they have, they are in serious disagreements, and also less focused. To find out more, including how to control cookies, see here: Posted by Ali Ghannadan at 6: We will write a custom essay sample on Henry Tam and Mgi Team specifically for you.

Henry and Dana were the mainly contributing to outcome; tender were no Inhalations AT work contributed Trot toner team members. There was no clear leader; whoever had the most energy at the time provided leadership pg.