Morgan Stanley is a top global financial services firm founded in 1935. It has over 60,000 employees operating in 42 countries. While Rob Parson helped boost Morgan Stanley's market share through his skills and client relationships, his aggressive personality and lack of teamwork skills did not align with Morgan Stanley's culture of collaboration and respect. In 1993, Morgan Stanley implemented a 360-degree performance evaluation system to provide employees feedback. Rob Parson's evaluation showed strengths in business generation but weaknesses in management and teamwork. Ultimately, despite his contributions, Parson was not promoted due to not embodying Morgan Stanley's values.

1. Morgan
ADITI SOOD
NISHA KUMARI
PRIANKA ROY
PRERNA RAI
PREETI BALA SAHU
PRITISH KUMAR ARI
RAJ SINGH
PRESENTED BY -

2. Clients
ROB
PARSON
PAUL
NASR
Colleagues

3.  Morgan Stanley is one of the World’s top financial service companies.
 Founded: September 5, 1935.
 Founders: Henry Sturgis Morgan, Harold Stanley.
 CEO: James p. Gorman
 Morgan Stanley operates in 42 countries and has more than 1300 offices
and 60,000 employees.
 GOAL: To increase the Market Share.(World’s best Investment Bank)
 Morgan Stanley Code Of Conduct:-
“Living Our Business Principles”

4. John J. Mack
 In 1993 “ONE FIRM FIRM” first time used in Morgan Stanley.
 Developed by Mack and his Top Executive Team.
 “ONE FIRM FIRM” means succeed the global needs of our clients ,our
people and our shareholders.
“Exceptional Performance, absolute integrity,
teamwork, innovation, dignity and respect
towards others”

5. PAUL NASR
Senior Managing Director in Capital
Market Services.
Nasr had nearly 20 years of
Experience.
New to the Morgan Stanley Culture,
but he adapted very quickly.
Knew Rob Parson from his previous
firm.
Trying to be diplomatic.

6. Rob Parson  Hired as principal level by Nasr himself.
 Rob Parson had nearly ten year of experience.
 Long term goal:- to be in senior Leadership role in a client capacity
and,
 Away from headaches of pure day-to-day activity.
 Sharp-tongued, impatient, and often difficult to work with
 Referred to himself as a “Hustler”.
 He was initially Skeptical.
 He felt that he was not Morgan Stanley type because he did not go
to prestigious school.
 Help in bringing Morgan Stanley from 10th to
3rd in capital market & increase the Market
Share from 2% to 12.2%.

7. Paul Nasr
STRENGTH WEAKNESS
OPPORTUNITIES THREATS
 20 years of experience.
 High regard.
 Treated Rob gently with kid
gloves
 To become managing director.  Fear of losing Rob parson
 Fear of group members that paul is
acting as protector

8. Rob Parson
STRENGTH WEAKNESS
 Lack of team player skills
 Skeptical
OPPORTUNITIES THREATS
 Experience of 10 years
 Strong Relationship (Clients)
 Strong Reputation
 To became Managing Director  Aggressive Behaviour
 Do not adapt One Firm Firm -
Vision

9.  During 1993 Morgan Stanley implemented a
new firmwide 360° performance evaluation
system.
 over 2,000 professional employees tested
worldwide.
 It was implemented under the direction of Tom
DeLong,
 The 360˚ Feedback usually includes numerical
ratings on specific performance criteria as well
as space for evaluators to provide comments
and descriptive information.
 Evaluation are performed by Superior,
Subordinates, peers and even clients.
“OUR TASK IS TO SOLVE A PROBLEM”

10. To provide Comprehensive Developmental
Feedback so that employees could continue to
improve in four areas:
1. MARKET/PROFESSIONAL SKILLS.
2. MANAGEMENT AND LEADERSHIP
EFFECTIVENESS.
3. COMMERCIAL ORIENTATION.
4. TEAM WORK/ONE FIRM CONTRIBUTION.

11. INTERPERSONAL
INFORMATIONAL
DECISIONAL
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Resource
Allocator
Disturbance
handler
Negotiator
Provide Information
Process Information
Use Information
FEEDBACK

12. ROB PARSON
 Strong Reputation -That’s why Paul Nasr appoint him.
 Good Relation with client.
 Good Negotiation skills -convince people to invest money
 Good in Professional skills and Commercial orientation.
 Entrepreneur skills -shoot up of 2% to 12.2% of market share.

13. • Psychological Contract during recruitment: Paul needed someone to
take on challenging job and Parson wanted the opportunity to be
creative to achieve a promotion to Managing Director.
• Type ‘C’ Manager: We could easily figure out that Parson is a type ‘C’
manager as he was intrested in his opinion rather than those of
others. The majority of time he right but it workers were not satisfied
with his working style.
• Role conflict : Parson was in a role conflict as he didn’t knew what
role he has to play . Whether to bring business to the firm or being a
team player.

14. Herzberg’s two factor theory: Parson’s dissatisfaction (extrinsic)
factor was company procedures and his satisfaction (intrinsic) factor
was responsibility , possibility of growth and advancement.

15.  Initial Guidance into Unknown Culture
 Straightforwardness
 Confronted Rob Parson

16. PREETI BALA SAHU NISHA KUMARI
3.78
3.5
4.08
3.36 3.33
3.71
2.14
3.3
2.95
1
2.5
4
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Direct Manager
Score
Downward
Average Score
Colleagues
Average Score
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial Orientation
Management Skills One Firm Contribution
3.43
27.5
4.08
3.18 19.1
3.71
2.64
18.5
22.5
1.25
2.5
3.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Direct Manager
Score
Downward
Average Score
Colleagues
Average Score
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial Orientation
Management Skills One Firm Contribution

17. RAJ SINGH ADITI SOOD
4.23
3.5
4.08
3.95
3.33
3.71
3.27
3.3
2.95
1
2.5
4
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Direct Manager
Score
Downward
Average Score
Colleagues
Average Score
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial Orientation
Management Skills One Firm Contribution
3.9
3.5
4.08
3.5 3.33
3.71
2
3… 2.95
0.75
2.5
4
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Direct Manager
Score
Downward
Average Score
Colleague
Average Score
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial Orientation
Management Skills One Firm Contribution

18. PRITISH ARI
3.58 3.5
4.08
3.25
3.33
3.71
2.14
3.3
2.95
1.1
2.5
4
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Direct Manager Score Downward Average Score Colleagues Average Score
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial Orientation Management Skills One Firm Contribution

19. Group Rating
0
0.5
1
1.5
2
2.5
3
3.5
4
Professional Skills Commercial
Orientation
Management Skills One Firm Contribution
3.78
3.44
2.45
1.02
SUMMARY OF GROUP RATING
Group Rating

20. Analyst
Associate
Vice-President
Principal
Managing Director

21. Should Rob Parson Be Promoted?
Lack Of Respect
IBDisuniqueandrequiresquickdecision
Lackinefficiencybecausehedoesnotutilizeallofhisresources.
NotpracticaltochangeMorganStanley’scultureforoneman
MorganStanleyissuccessfulbecauseofitsintegrity.Which
originatesfromitsthrough,teamworkbasedprocess
ManagingDirectormustrespectothersandreceive
ahighlevelofrespectfromothers
PoorInterpersonalSkill
“Morgan Stanley’s
People are the source
of our competitive
advantage. We will
distinguish Ourselves
by creating an
environment that
fosters Team Work
and innovation by
developing and
utilizing our
employees abilities
to fullest, and by
treating each other
with Dignity and
Respect”
Notfeasibletopromotesomeonewhoisaclear
contradictionofwhatMorganStanleyMoralize.