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.