Parson only needs to be ‘fine-tuned’ a little and kept under ‘constant vigilance’. His performance surpasses his negative behavior and he definitely shows the gut to take the company to unprecedented heights. Parson fulfills 6 of 8 criterions needed to become a Managing Director. The two areas on which Parson needs to work is commanding respect from his colleagues and on his planning and organization skills. We feel that Parson is a performer an achiever and he has made significant contribution towards the growth of the company.
Thereby, Parson should be promoted to the position of the Managing Director. He has the personality type of a rebel which automatically leads him to not follow the rules of the company. Parson’s is one of the star performers of the company. Clearly he has changed the face of the investment banking division of the company. Even though he did not fit into the typical Morgan Stanley crowd he still made the effort and created a niche for himself. He sold as aggressively as he did in his previous company. There was no complaint in terms of his performance.
His clients loved him. He also is very communicative as he makes sure that all his subordinates have the details needed to make decisions. After evaluation and all these considerations we think that Parson should be promoted to the post of Managing Director. Q 2. If you were Paul Nasr, what would be your goal? What issues would you raise and why, and how would you raise them? The first and foremost goal for Paul should be to make Capital Market services division of Morgan Stanley more versatile thereby making it more challenging for its employees.
The Business plan on Good to Great Why Some Companies Make the Leap and Other Do Not”
All 11 of the featured companies had this type of leadership, character multi-year research projects and works with executives from the private, public, and social sectors. Jim has served as a teacher to senior executives and CEOs at corporations that include: Starbucks Coffee, Merck, Patagonia, American General, W. L. Gore, and hundreds more. He has also worked with the non-corporate sector such ...
Nasr should include a Client feedback system in order to have evidence to prove that their employees like Rob Parson are meeting expectations whenever questioned within or outside the company. Paul Nasr should try to develop a positive emotional attitude among the team as the health of the organization depends on its employees. He should identify employees emanate a feeling of negativity within the company. Secondly he should try and clear the myth amongst Morgan Stanley employees that Parson is also another employee for him and he will not indulge in nepotism and favoritism.
Robert Parson is a star employee of Morgan Stanley and even then the company policies should be adhered to by him like they are by other employees. He should explain that he is only fair and he wants to provide Parson with time to adjust to the culture of the company. And lastly Paul should take on the role of the mentor with more veracity and provide genuine feedback and reprimand him when needed. Paul Nasr should himself guide Parson or appoint someone solely for this purpose on the ways of dealing with situations where Parson is facing difficulty in adjusting the team’s style of working.
Initially Paul Nasr should appreciate Parson’s accomplishments for the organization and the hard work that has gone in for achieving it. Knowing your clients and their requirements shows the interests Parson has in his Clients and successfully making the deal and selling the product or the solution. The positive attitude, product knowledge, cross selling, technical expertise, that Rob possesses, all lead towards the goal of being a ‘business getter’ and this would be the basis for a successful managing director. But all this should not be at the cost of losing out on the company’s goal of being a ‘One-Firm firm’.
It is important that Rob aligns himself to the company’s goal. He should integrate his efforts with that of his team’s and share the areas of common expertise without causing a loss to the organization. This can only be achieved when he would start paying more attention to his interpersonal skills and professionalism at work place. As a managing director he will deal with the administrative part of solving unprecedented problems and command respect from people inside and outside the firm. Rob should treat colleagues in a more respectful manner and in return command respect from them.
The Review on The Relationships Between Reward Systems Being Implement in the Company and Firm Performance
1.0 Introduction Understanding what motivates people is necessary at all levels of management. Deci, E., Koestner, R. & Ryan, R.M. (1999) had said that motivation is generally linked to reward, and it is widely recognized that reward management is central to the regulation of the employment relationship. The reward system varies from organization to organization, and comes in various and ...
Rob must think before he reacts impulsively to an emerging problem because by doing so he may knowingly or unknowingly hurt people’s emotions at the workplace. There are changes in Rob’s attitude over the period as observed by his colleagues which means Rob is actually making an effort to remain calm at times. Petty issues like improving communication within the organization and respond to e-mails should be tackled which would help him in the long run for building relations with his team members and become more accessible to them. Q 3. If you were Rob Parson, what are your goals?
How would you try to influence the processes? Rob Parson, should focus on the efforts needed to achieve his long term goal of being in a senior leadership role in the firm. In order to achieve this he should do a self assessment test and then depending on the results conduct a SWOT analysis. The results would be similar to the socializing part that has been identified by Rob but we would add more comments in the professional aspects. The SWOT analysis would present the following results: Strengths ? Performance, Client delight and networking skills Weakness ?
Impatient, Aggression, Lack of internal communication, and Lack Empathy Opportunity ? To be promoted to the position of a Managing Director Threats ? Parson will not be promoted and in order to fulfill his long term goal he will have to switch the job Parson should acknowledge the fact that his achievements have indeed helped the organization succeed in business. He should also look back at what cost the success has come. Defying company’s policies and developing a hostile environment around him will prove to be a hurdle in his goals and becoming the Managing Director will become an aspiration rather than a reality.
Foremost thing to understand is that Morgan Stanley is an ethical company and lays emphasis more on the culture and policies framed and believe in being a “one firm firm”. Decision needs to be made whether to stay in the firm and continue to contribute to its greater success and enjoy the benefits of success or being unable to adjust to the culture, think of quitting. In any of the high-profile organizations rules are there to stay and one should acknowledge the fact that you should work within the set framework.
The Essay on Rob Parson at Morgan Stanley 3
... traits observed of Rob are not congruent with the firm’s or the managing director’s position. Rob should stay with the firm. He may be ... altered? The HR manager should recommend that Parson is not promoted to managing director at this time. Unfortunately, the most accurate ... not successful in properly defining and communicating the organizational goals. He could have easily remedied this issue by ...
As he identifies himself to be an ambitious individual and get ready to take-up challenges, he should definitely think of the position of a Managing Director. He must also try to analyze the requirements for the position. A Managing Director is the “standard bearer” for all the junior employees, works within the framework set by the company’s policies and coordinates with various units within the firm.
