Jp Morgan Chase Case

This is a lot about creating the safe and secure environment for feedback. On top of this, you need to ensure you don’t just reward positive feedback. Whether or not you receive negative or positive feedback, employees need the input is welcomed.

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

Feedback is important as it sets up targets; the person knows what to improve. It motivates people and helps them to focus. It helps identifying the strengths and weaknesses. It expresses what is important to the organisation and the job and reduces uncertainties in people.

* Feedback from Job – These employees do not receive any sort of feedback from their job because they have no idea what happens after they talk to a customer.

Training is a planned effort to enable employees to learn job-related knowledge, skills, and behavior. Development involves acquiring knowledge, skills, and behaviors that improve employees’ ability to meet the challenges of a variety of new or existing jobs, including the client and customer demands of those jobs (p. 9).

One of the most common techniques used to assess an organization's performance is the Gap Analysis. According to Harvey and Brown (2001) this tool is typically used to assess an organization's response to opportunities in its environment. During

This type of feedback will be used in my work center when unsuitable actions occur to correct the issue back to favorable. I will use this approach in situations such as if personal problems came along that effect the work environment, the mission or even if a decrease of work performance was to happen. If this type of feedback did not take place, individuals within my work section would not know when or what behaviors or actions they are doing wrong and will not only continue to do it, but also while setting a sight to others that it is acceptable behavior which could ultimately hinder other Airmen and the

J.P Morgan’s revenue stream is intricate. In order to simplify how this firm earns a profit one can simply consider its business activities as hedging its capital and gaining revenue on interest paid. The level of interest J.P Morgan captures depends on the level of risk of its investment. Bank investments are unique because for the firm they are also liabilities. This is why capital requirements are emplaced. J.P Morgan’s minimal requirement is 4.5 but the firm is conservative and currently has about 10.5 percent of its capital in its reserve. J.P Morgan’s also collect fees for its banking transactions which also add to its

Bernard L. Madoff was the perpetrator of Ponzi scheme, and he was finally arrested in December 2008. MLSMK Investment Company (MLSMK) is a Florida partnership, which invested $12.8 million in Madoff's investment company between October and December 2008. On April 23, 2009, MLSMK filed a complaint in the District Court for asserting five claims against JP Morgan Chase & Co. (JPMC) and JP Morgan Chase Bank (Chase Bank). They were accused to conspired with Madoff to trick the victims. Facts Bernard L. Madoff Investment Securities (BMIS) provided market-making services, investment-advisory services, and proprietary trading for clients.

I will be using GAP analysis as a business assessment tool while having a clear vision looking at the long term operation of the service desk. The scope of the GAP analysis will include overall organizational processes, business operations and IT service desk capabilities. The key deliverables I will be expecting will clearly identify how much effort is required in terms of time, money and resources.

Being masterful at giving feedback requires that managers are able to separate fact from fiction and reality from perception. There is a powerful principal discovered by social psychologist which often blurs the boundaries when people seek to answer the question of why someone engages in a particular behavior. The principle is called the fundamental attribution error and it relates to how motive is assigned to the actions of others. It the simplest turns the principle states that we assume people behave as they do because that is the way they are. If someone reacts in a short tempered fashion it is because they are a rude and intolerant individual. Conversely we do not apply the same standard when explaining our own actions. Our own short temper

Therefore, feedback is designed to provide useful information to participants to help develop and improve them as leaders. It should not be used to hurt participants or make them feel bad; however, feedback is needed for improvements and coaching in order to move them to the next level. According to Hughes, Ginnett, & Curphy (2015) “The skill of giving constructive feedback, however, inherently involves actively giving feedback to some else. Getting helpful feedback is essential to a subordinate’s performance and development. Without feedback, a subordinate will not be able to tell whether she’s doing a good job or whether her abrasiveness is turning people off and hurting her chances for promotion (p.444).”

There is a small difference regarding the importance of training and development. This area of responsibility is crucial when an organization is striving for an increase in sales. Proper and thorough training will create the changes needed to enhance the knowledge and skills of each employee. Training is also a way of communication between management and staff and should be a top priority in all departments.

In an article from the U.S. Office of Personnel Management [OPM] (n.d.) it stated that “without feedback, you 're walking blind, at best, you 'll accidentally reach your goal, and at worst, you will wander aimlessly through the dark, never reaching your destination.” Feedback is a critical element in a managers “toolbox” when evaluating employees. It gives an employee a view of how good or bad their previous performance was and what or if they need to improve in their performance. It also reduces

Henry Morgan, Harold Stanley, and others left JP Morgan & Co. and Drexel & Co. form investment banking firm MS. In its first full year, the company achieved 24% market share of public stock offerings. In 1938, the firm was involved with the distribution of US$100 million of debentures for the United States Steel Corporation as the lead underwriter. The growth of the company led the management to major reorganization in 1941 to allow for more activity in its securities business and joined the New York Stock Exchange and entered the brokerage business (MS, report 2008).