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Morgan stanley

MORGAN STANLEY Presentation relates to the Case Study of Rob Parson at Morgan Stanley.

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Morgan stanley

  1. 1. CASE STUDY ON ROB PARSON AT MORGAN STANLEY SUBMITTED TO TOILED BY – DR.VASUDHA SHARMA (1) RAJ (2) pawan (3) nitin (4) kaushlendra (5) SAUD
  2. 2.  American multinational financial services corporation headquartered in midtown Manhattan, New York City .  Leading organization in investment banking, private wealth management, bonds and stock trading .  The main areas of business for the firm today are global wealth management ,institutional services for securities & investment management .  Founded : September 16, 1935 .  Founders : Henry Sturgis Morgan, Harold Stanley .  Headquarters : New York City, New York, USA .  CEO : James P. Morgan . MORGAN STANLEY www.morganstanley.com
  3. 3. ‘‘ONE FIRM FIRM’’ MISSION “Be the world’s best investment bank and the firm of choice for our clients, our people and or shareholders.”
  4. 4. ACHEIVEMENTS ONE OF THE BEST 100 COMPANIES BY WORKINGMOTHERS. BEST COMPANY FOR AFRICAN AMERICAN BY FAMILYDIGEST. ONE OF THE 30 GREAT PLACES TO WORK AT BY ESSENCE. TOP COMPANY FOR ASIAN AMERICANS BY ASIAN ENTERPRISE. 5TH IN 20 BEST BIG COMPANIES TO WORK FOR IN 2006.
  5. 5. ROB PARSON  A recruit of Paul Nasr.  A young banker who is positioned as market coverage professional.  Strong reputation and relationship with important players.  Experience of lucrative field.  Highly marketable and enthusiastic about the opportunities.  Rob parson came from an unorthodox background & did not fit into Morgan’s Stanley culture.  His performance and skill shows that he should be promoted to Managing Director but also the habit of “breaking eggs” stated that his promotion should be paused.  He does not follow the norms and policies of Morgan Stanley and work according to his own will without the feedbacks of other employees.
  6. 6. SWOT ANALYSIS  Excellent selling rate.  ‡Excellent reputation with clients.  Professionally driven.  ‡Resourceful to clients.  Accept challenges  Difficulty to adjust with others.  Impatient/crank  individualism.  Poor team player  Arrogant  Aggressive and Arrogant Behavior.  Not adaptable to “One Firm Firm” vision.  Colleagues as Threats.  Chance of being managing director
  7. 7. PAUL NASR  Paul Nasr was a very highly regarded banker.  He was appointed by John Mack for the Senior managing director in CMS.  With more than 20 years of experience in Capital Market Services.  Credited with building a formidable capital market business.
  8. 8. SWOT ANALYSIS  20 years of experience.  Highly regarded banker.  Negotiator  Analyzer  Always treated Rob gently with kid gloves.  Less experienced in Morgan Stanley.  Ignoring the culture of Morgan Stanley for Rob Parson.  Not good leader.  Fear of loosing Rob Parson.  Fear of group members that Paul is acting as savior/God father.  Promised for Promotion to Rob Parson.  Improving Leadership skills.  Delivering the capital market services to the banks and insurance.  Act upon Feedbacks.
  9. 9. PROBLEM STATEMENT Paul Nasr has to take decision to promote Rob Parson for to the position of managing director !! If YES What would be its effect on the Morgan Stanley ? If NO What would be the reaction of rob parson ? Morgan Stanley could lose a top employee ? The Main cause of the issue was the difference between Rob Parson’s thoughts and the corporate culture of the company. He doesn’t show respect towards his coworkers and had a believe that he was the sharpest of all !!
  10. 10. 360 DEGREE EVALUATION  Implemented by John Mack.  Evaluations were performed by Managers, superiors, subordinates, peers, and internal clients, which enabled employees to receive a more wholesome feedback on their performance.
  11. 11. MINTZBERG’s Managerial Roles Informational Roles Decisional RolesInterpersonal Roles
  12. 12. Paul into Mintzberg’s Managerial Role 0 0.5 1 1.5 2 2.5 3 3.5 Rob into Mintzberg’s Managerial Role 0 0.5 1 1.5 2 2.5 3 3.5 4
  13. 13. Star performer Basic traits showcased in a star performer are: Initiative Networking /Communication Self-knowledge Kindness / Trust Hard work Parson individually took the company from 10th rank with 2% market share to 3rd rank with 12.2% market share in financial services sector and this proves why Rob Parson was a star performer for Morgan Stanley
  14. 14. Importance for Feedback  Rather than Promoting Rob Parson ,focus should be more on retaining him in the organization and advise him to improvise his communication skills.  Feedback should be taken and should applied to assure the stability of an organization.  Promoting Rob Parson right away will hasten up his already deviant workplace behavior, making him more egotistic and arrogant
  15. 15. PROMOTE OR NOT ??  Rob Parson has been a prudent revenue earner for Morgan Stanley, and they can’t afford to lose him entirely  He might have a future as Managing Director if he adjusts his behavior and meets re-evaluation requirements.  As a Manager I would never take a chance of Firing of Demoting such a Star Performer .
  16. 16. Average Group Rating 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Professional Skills Commercial Orientation Management Skills One firm contribution 4.3 4 3.2 2.5
  17. 17. THANK YOU !! SOURCE : INTERNET & CASE STUDY

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