Henry Tam and the Mgi Team Case

2037 WordsJun 14, 20129 Pages
Henry Tam and the MGI Team Case Characteristics of group formation and team processes are highlighted in the Harvard Business School case of Henry Tam and the Music Games International (MGI) Team. The MGI founders sought to improve the commercialization of their music game by launching a team to market their product and develop a business plan. The team was formed with positive intentions by the MGI founders; however, the lack of a common goal, defined roles, and a decision-making process hindered team progress and productivity. The following sections evaluate the MGI team’s processes in detail, describe root causes of problems, and present specific actions Henry can take to improve the team’s overall effectiveness. Assessment of…show more content…
The MGI team lacked this, and the team made little progress on achieving their core objectives. Finally, the fluctuating team size further confused members about their roles and highlighted the lack of communication between team members. Initially, the team had five members. However, during the second and third meetings, Sasha introduced new members (Henry Tam, 2003, 9). This was problematic for two reasons. First, Sasha never discussed the addition of individuals before acting, which created a level of mistrust (Henry Tam, 2003, 9). Second, and more importantly, the lack of communication compounded the ambiguity of individual roles, which were undefined even before members were added. For example, when Dav was brought onto the team, Henry and Dana were unclear about Dav’s role. They questioned whether Sasha’s true intention was to use them to enter the HBS business plan competition (Henry Tam, 2003, 9). Ultimately, the absence of defined roles and responsibilities, and the changing team identity and size created significant team process issues. Lack of Decision-Making Process A third root cause was the lack of a decision-making process. While the team was effective at brainstorming, the sessions lasted too long and the ideas were not implemented (Henry Tam, 2003, 10). Effective decision-making “first involves
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