Henry Tam and Mgi Team Process

Working closely together towards achieving the common goals, the team has developed a certain degree of trust and cohesion. Although, cohesiveness can be seen as an obstacle to progress (CIPP, Unit 1) it is still one of the key characteristics of the team's high performance. It helps to achieve a greater focus on the process and commitment to the decision-making process. It became clearly visible once the team faced a change. The good level of cohesion and trust let the team members openly share their concerns, consider each other's feelings and opinions and come to decisions of how to handle the change in the most effective

The conflict the teammates have will eventually help to shape their team and to work together.

As in every team there will be differences of opinion and therefore stress in the working group. During this case study we saw the largest differences between Sasha and the HBS Business Plan Team. The team was excited about competing in the contest not only for the experience but to practice their skills for future business opportunities as well. In this sense not only were the differences between the musicians and the HBS students an asset, it was their differences that led the musicians to seek out the HBS students in the first place. Tension between Dana, Henry, and the Russians was seen in the following meetings when Sasha felt his material was ignored. In that sense their differences were a major liability. Dana and Henry were also getting annoyed by the fact that they were doing the majority of the work even when they had other things to do. As time went on they learned how to operate better and became more aware of how to look past

There are many factors altering group behavior and effectiveness, such as decision- making, cohesion and communication (Crocker, 2016). The later has also shown a positive relationship with group task cohesion (Smith et al., 2013), and methods of enhancing intrateam

Clarity of purpose increases but plenty of uncertainties persist. Cliques form and there may be conflict and power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. The leader coaches.

Aside from the first couple years, the BSG did not generate much pressure. We had a strategy that we thought would work and aligned our business decisions to the strategy. That meant that each meeting to produce the next year’s decisions was straightforward – analyze what

However, diversity of the group is not managed properly and conflicts are not handled effectively because of poor communication. There is a serious degree of trust problem in the team. For example, Merz has not much confidence in team members’ competence and she is not believing in their ability to deliver the product. Therefore, we can’t talk about a team efficacy for this team. Everyone asserts his/her expertise and experience but no one regards and trust each other’s. Lastly evaluation system of performance of the employees is a serious problem. While they were working both in the project and in their functional areas, they were evaluated only on the basis of performance on their functional area. This situation definitely destroys motivation of the team.

Group member cohesiveness was absent from the group meeting for several reasons, but the primary reasons were due to the fact that the group members did not have a common description of value or structure to the discussion. Each member viewed their own area of involvement within the organization as being more valuable than any other area, and it was this exclusion of other valuable traits that lead the group to begin to clash in such a

The third team problem was that norms and values were not identified. Their main problem was the repetitive decision making process with no consensus.The objectives of their meetings where not stated nor was there proper time management. Henry should prepare an agenda of objectives and communicate them clearly to the group prior to the meetings. He should appoint Dana as minute taker for the meetings to ensure schedule is followed and necessary post meeting actions clearly stated and executed.

Realizing that a group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high.

They also didn’t appear to honor any form of schedule or business ethics because they were charging direct labor time to the project while working on other projects. Functional management appeared to lack leadership and direction across the whole unit.

The effectiveness of working in a team varied between members. My personal experience, academic theorists, and further critical analysis can be used to discuss this. According to Ket De Vries

Once David had made the decision to form a team, he started by hiring Brian Doyle. Brian was a seasoned consultant and would be able to offer knowledge in high-technology. Although, David had been working on this concept for some time, he failed to ensure all the stakeholders had buy-in. He did talk to a few people within the company, but never had a formal meeting with Whitney to outline his goals for the team. Also, David expected Whitney and Brian to work on any crossover of stock analysis among each other without his assistance. However, due to the past one-on-one working relationship between David and Whitney she was ill prepared for how to deal with Brian or his role within JFP. David compounded this by not providing leadership, guidance or accountability when he

There are several problems the group faced as a whole. They lacked leadership, they had no clear sense of stages in development. There were several clashes in cultures, languages and individuals amongst the group. A group of highly talented people doesn’t not guarantee success and this group was proof of this. Since there was no specific leader there was no delegation into roles each of these team members would play. Their team meetings had no organization or agendas. When they got together it was unorganized and unsuccessful. The team even seems to struggle with what direction the product itself should even be used. The team’s founders want to market towards the competitive entertainment market. Henry and Dana however believe it would be more successful if they gained a foothold in the education market. The lack of

For starters there are no well-drawn management plans within the firm. A leading example is the fact that Chinh and Anh have no well spelt out roles within the firm. It is apparent by the fact that the two have in fact just assumed roles in accordance to what over time become their roles and interests within the organisation. This leads to lapsing of duties and lack of clear guidelines as to the course of action in case of any eventuality as is the case here. Any developments within the business have become unmonitored and where there is failure, there is no one mandated to take up responsibility to detect and act accordingly.