Rob Parson at Morgan Stanley

GROUP 6:
SHIVA JALHOTRA-47
SIDDHANT NAIN -48
SOMNATH -49
SRIRAM GOWTHAM-50
SUPRIYA -51
TANUJ GUPTA -52
BY
THAKOR DARSHAN -53
GROUP 6
VIKAS YADAV -54
NEEL VORA-56
 Introduction
Morgan Stanley is mainly known for its conducive and collaborative
culture and innovation investment options, products and services to
customers, including corporations, governments, financial institutions
and individuals
For over 80 years, the firms reputation for using innovative thinking to
solve complex problems has been well earned and rarely matched
committed to maintaining the first-class service and high standard of
excellence has always defined MS
 Approach to the case
Role-play : Rob Parson and Paul Nasr.
Evaluation and Development Summary of Rob Parson based on
his strengths and development areas.
Performance Objectives for Rob in the upcoming year.
Major issues and how to overcome them.
Recommendations.
Shriram G. Tanuj Gupta
Paul Nasr Rob Parson

A recruit of Paul Nasr.

Very highly regarded banker. A young banker who is positioned as market coverage
professional
With more than 20 years of experience in Capital Market
Services. Strong reputation and relationship with important players.
Credited with building a formidable capital markets business. Experience of lucrative field
Highly marketable and enthusiastic about the opportunities
 Review Of Rob Parsons Performance (As
Per Nasr)
STRENGTHS
Selling/Cross-selling skills (CAS:- 3.7)
Initiation and commitment(CAS:- 4.3)
Market and product knowledge(CAS:- 4.5)
Creativity(CAS:- 4.0)
Judgement in decision making(CAS:- 3.8)
Versatility(CAS:- 4.3)
Business focus
Job Engagement
Client Engagement & relationships
Management of Firms resources
DEVELOPMENT AREAS
Team player skills
Management and interpersonal skills
Presentation skills
Nature(too impulsive, reactive and moody)
PERFORMANCE OBJECTIVES FOR NEXT YEAR:

Objectives:

BUSINESS
PROFESSIONAL
CAREER
[1] BUSINESS GOALS
Help clients to build a sustainable future
Capital will help to benefit all society
To help the firm grow
[2] PROFESSIONAL DEVELOPMENT
GOALS

Adherence to firm policies

Presentation skills
Leadership and management of people
Team player skills
Behaviour towards employees
Language control
[3] CAREER GOALS

Short term
A job role that communicates internally the extent of his
discussions and successes with a broad base of clients across
the spectrum of investment banking product.

Long term
A senior leadership role in client capacity, away from the
headache of pure day to day administrative duties.
 SWOT of Rob Parson (according to us)
Strength Weakness

10years of experience
Difficulty in adjustment
Strong revenue producer
Impatient
Proven track record in financial
services Skeptical
Strong relationship Self- Denial
Strong reputation Not a team player
Can create a need Not sincere
Areas for Improvement (Rob Parson)

Arrogance
Volatile temperament
Low on management skills
Disrespect towards colleagues
Tactless
Poor interpersonal skills
Impatience
Impulsive
Lacks leadership skills
Poor team player
Individualistic
 Views about Rob Parson
Psychological Contract during recruitment. Paul needed someone to
take on a challenging job and Parson wanted the opportunity to be
creative as well as the chance to achieve a promotion to managing
director
Parson is a Type C manager because hes interested in his own
opinion rather than those of others. The majority of the time he was
right. When he was, it made his co-workers feel undermined which
created animosity.
Role conflict Paul Nasr, hired Rob Parson, an aggressive individual
whos not necessarily a team player, to fill a position that required
his unique personality characteristics.
 Rob seemed to be exactly what they needed and wanted but now
he isnt. The companys hiring practices should be in sync with
its culture.
Expectancy theory: Parson was only interested in producing
results which he expected would result in his promotion to
managing director.
Herzbergs Two-Factor theory of motivation is also present.
Parsons dissatisfaction (extrinsic) factor was company
procedures and his satisfaction (intrinsic) factor was
responsibility, possibility of growth, and advancement.
 Major Concerns
#1: Need for a planned induction process for new
employees?
Nasr was unique in his pursuit of business and knowledge of market
He was an asset for the company, if utilized properly
Due to difference in his way of working and Morgan Stanleys way of
working he faced difficulty in adjusting to his environment
No explicit set of criteria defined to manage people
Rob was not clear whom should he approach, in case of problems he
faced dealing with people
#2: Failure of Nasr as a mentor to Rob
Nasr failed to help Rob to search for alternative solutions to his
problems
He himself was new to organization, was not familiar with the
Morgan Stanley culture completely
Personal bias towards Rob
#3: Rob failed to socialize within the firm
Type 2 failure of socialization: Creative individuals tend to accept
only some pivotal values and norms, reject of all others
He might not identify with his colleagues, who were from big
business schools
He has created a hostile environment around him
Did not consult others to arrive at any decision, might wanted to
prove his superiority
#4: Do policies and culture of Morgan Stanley
need to be revisited?
Given the demanding nature of Capital Market job and quick-
decision making involved, executives have agreed that it is
difficult to arrive at consensus always
Nasr knew about Robs attitude when he hired him, he believed
that attitude was required for such roles
#5: Culture Conflict?
Nasr was himself going out of way to promote Rob within 1
year
As per norms, a person should serve at least 3 years as
Principal to be eligible for the position of Managing Director
Thus, Nasr was setting a wrong example to employees this
way
 Recommendations
Send Rob Parson for 2 weeks training to make him learn
importance of Morgan Stanley cultural values
Give him 3 months time to improve and review him again for
promotion
Implement proper planned and structured induction program for
new employees
Facilitate new employees effective socialization and experienced
mentor to be assigned to him
Revised policies, if needed, based on the nature of the job
Thank You!