This document discusses the case of Rob Parson, a banker at Morgan Stanley who is being considered for promotion to Managing Director. While Parson is a top performer who has significantly increased revenues, his individualistic work style and disrespectful behavior towards colleagues does not align with Morgan Stanley's culture. Paul Nasr, who recruited Parson, wants to promote him but others argue this could reward poor behavior and hurt company culture. A 360-degree performance review was implemented, finding that while Parson excels in professional and sales skills, he is weak in teamwork and cultural fit. The summary considers whether Parson should be promoted or given feedback to improve first.

2. 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

3.  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

4. ‘‘ONE FIRM FIRM’’
MISSION
“Be the world’s best investment bank and the
firm of choice for our clients, our people and
or shareholders.”

5. 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.

6. 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.

7. 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

8. 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.

9. 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.

10. 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 !!

11. 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.

12. MINTZBERG’s Managerial
Roles
Informational Roles Decisional RolesInterpersonal Roles

13. 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

14. 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

15. 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

16. 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 .

17. 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

18. THANK YOU !!
SOURCE : INTERNET & CASE STUDY