Case Study: Rob Parson at Morgan Stanley

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Introduction Morgan Staley was founded in 1935, by Henry S. Morgan and Harold Stanley. Today Morgan Stanley is one of the world's top financial services companies and a leader in investment banking, private wealth management, bonds and stock trading. In 1993 a new president was named in Morgan Stanly, John Mack. He had a vision of transforming Morgan Stanly into a “One-FirmFirm”. From this vision came out the firm’s mission statement, Our goal is to be the world’s best investment bank and the Firm of choice for our clients, our people, our shareholders. Another important innovation in Morgan Stanly brought by John Mack was the 360-degree performance evaluation process. He wanted to create a team of people inside the Firm who would…show more content…
Parsons main vision is through his excellent performance in the Capital Market Services to produce good results and to build well and long term relationship with his and the company’s clients and he is doing that job very good. He didn’t care about the organization values and procedures, nor do the people around him, explaining that he not have time for small talk or to answer to boring questions. Perhaps with creating a SWAT analysis we can see more clearly what are the main issues and problems with Parsons, also we can see in what areas he could improve or at least make some minor changes:
- Skillful salesman
- Customer needs oriented
- Personal friend with high end customers
- Creative
- Expert in his field WEAKNESSES:
- Bad Team Player
- Ignorant to coworkers
- Impatient
- Always know everything
- Company values are not important to him
- He is aware about his behavior
- Willing to improve
- Helping colleagues with clients THREATS:
- Situation can get worse
- Bad results at 360 evaluation
- He can leave the bank with his clients

The real question for Paul Nasr is all the strengths are enough to cover for all the weaknesses, also are the opportunities better than the threats.

Solution If Morgan Stanley organizational culture was different and the staff was valued only by the clients, money or profit its employees were bringing to the table than Rob Parsons would be promoted

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