morgan stanley
TRANSCRIPT
Morgan Stanley
ADITI SOODNISHA KUMARIPRIANKA ROYPRERNA RAIPREETI BALA SAHUPRITISH KUMAR ARIRAJ SINGH
PRESENTED BY -
Clients
ROB PARSON
PAUL NASR
Colleagues
THE PLAYERS
INTRODUCTION
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”
“ONE FIRM FIRM” – VISION
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”
PAUL NASRSenior 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.
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 withReferred 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%.
Paul Nasr
SWOT ANALYSIS
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
Rob Parson
SWOT ANALYSIS
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
360 Evaluation
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”
Importance Of Feedback
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.
INTERPERSONAL
INFORMATIONAL
DECISIONAL
FigureheadLeaderLiaison
MonitorDisseminatorSpokesperson
EntrepreneurResource AllocatorDisturbance handlerNegotiator
Provide Information
Process Information
Use Information
FEED
BACK
MITZBERG MANAGERIAL ROLES
Star PerformerROB 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.
• 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.
Some Important Points:-
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.
Continued……
Initial Guidance into Unknown Culture Straightforwardness Confronted Rob Parson
What Nasr could have done:-
Individual Rating
PREETI BALA SAHU NISHA KUMARI
Direct Manager Score
Downward Average Score
Colleagues Average Score
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
3.78 3.5
4.08
3.36 3.333.71
2.14
3.3
2.95
1
2.5
4
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial OrientationManagement Skills One Firm Contribution
Direct Manager Score
Downward Average Score
Colleagues Average Score
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
3.4327.5
4.08
3.18 19.13.71
2.64
18.5
22.5
1.25
2.5
3.5
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial OrientationManagement Skills One Firm Contribution
Individual Rating
RAJ SINGH ADITI SOOD
Direct Manager Score
Downward Average Score
Colleagues Average Score
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5 4.23
3.5
4.083.95
3.33
3.71
3.273.3
2.95
1
2.5
4
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial OrientationManagement Skills One Firm Contribution
Direct
Manager
Score
Downward Ave
rage S
core
Colleagu
e Average
Score
0
0.5
1
1.5
2
2.5
3
3.5
4
4.53.9
3.54.08
3.5 3.333.71
2
3.3 2.95
0.75
2.5
4
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial OrientationManagement Skills One Firm Contribution
Individual Rating
PRITISH ARI
Direct Manager Score Downward Average Score Colleagues Average Score0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
3.58 3.5
4.08
3.253.33
3.71
2.14
3.3
2.95
1.1
2.5
4
SUMMARY OF PERFORMANCE RATING
Professional Skills Commercial Orientation Management Skills One Firm Contribution
Group Rating
Professional Skills Commercial Orientation Management Skills One Firm Contribution0
0.5
1
1.5
2
2.5
3
3.5
4
3.78
3.44
2.45
1.02
SUMMARY OF GROUP RATING
Group Rating
Analyst
Associate
Vice-President
Principal
Managing Director
Positions in Morgan Stanley
Should Rob Parson Be Promoted?
NOLack Of Team
Work
Lack Of Respect
IBD
is u
niqu
e an
d re
quire
s qui
ck d
ecis
ion Large Coorporation Needs Consistency
Others Will Com
plain If Parson Is Given More Leniency.
Lac
k in
effi
cien
cy b
ecau
se h
e do
es n
ot u
tilize
all
of h
is re
sour
ces.
Not practical to change M
organ Stanley’s culture for one man
Morgan Stanley is successful because of its integrity. W
hich originates from
its through, teamw
ork based process
Man
agin
g Di
rect
or m
ust r
espe
ct o
ther
s and
rece
ive
a hi
gh le
vel o
f res
pect
from
oth
ers Poor Interpersonal Skill
Parson has a serious problem respecting
other’s especially those under him
“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”
Not
feas
ible
to p
rom
ote
som
eone
who
is a
cle
ar
cont
radi
ctio
n of
wha
t Mor
gan
Stan
ley
Mor
aliz
e.