Organizational Behavior and Structure of Morgan Stanley

Within any business there are the organizational functions that can create the type of structure an organization will have. A business's functions are the things it does. Production, sales, and marketing are a few examples Chick-fil-A has within the company. The organizational structure defines the relationship and interactions between the different parts of the company, and identifies how the chain of command runs through the different levels. When money is earned at a fast pace, it opens doors for the company to expand. As the company grows, they begin to hire more employees and they offer new products.

United Parcel Services Inc. has a functional organization structure in the sense that common department such as: marketing, finance, human resource etc. are organized by separating each of and managing them independently. Managers of different functions report up to the Chief Executive Officer (David Abney) who has responsibility for all of the operational areas. The functions are separated by expertise which promotes functional innovation and also it is easy for each department to understand their core responsibilities thus they can be held responsible in case of any

One the impact of such functional structure is that the effective communication and synchronization among division might be limited due to organizational restriction for having several divisions that will work individually (www.business2000, 2016).

Cross-functional teams give a wide range of ideas, viewpoints, opinions, and knowledge, which increases the likelihood of coming up with effective solutions or successful product development. Because of these teams, solutions for new product or business venture are very will reasoned and the organization is well informed. These teams also increase workplace dynamics, and when employees work across functions they develop a better appreciation for the company

America is today. John Pierpont Morgan once said, “If you have to ask how much it costs, you can’t afford it.” It is assumed amongst most people that John never had to ask the price of anything because he had so much money. J.P. Morgan was a significant figure in America’s 20th Century because of his role in saving the economy, funding huge companies and creating a wealthy bank that is still around today.

It also is an industry that indicates national markets that organization complete. Corporate also provides the frame work with divisional managers create there business-level plans. A business-level plan has details that have long-term goals that will allow the division to meet corporate goals, and the division 's business-level strategy and structure. Many organizations have a business- level strategy that states the methods of a business or division. The use this strategy to compete against there rivals in the industry that they are in. Their is also a functional level this is the unit or department were people have the same skill or use the same resources to perform their job. The business-level plan provides the frame work for which functional mangers devise there plan. A functional plan states the goals that functional managers propose to pursue to help the division attain its business level goals mean that there is a goal set by corporate all the way down for everyone to meet. So that includes a functional-level strategy. Sets forth the actions managers plan to take the level of their department and grow. Functional level also consist of manufacturing, marketing, accounting, and R& D. Which allows the organization to reach its goal. One thing you should remember is that functional goals and strategies should be consistent with divisional

This refers to how activities such as task allocation, coordination and supervision are directed towards achievement of organizational goals, therefore it seeks to define a way an organization conducts its business, treats its employee, customer and wider community. Moreover, Google represents a cross- functional structure also known as matrix or flat structure. This means that employees, groups or teams can bypass middle management and report directly to the top management, one being the CEO, Sundar Pichai.

It provides a structure to capture the linkage of organizational activities that create value for the customer and profit for the organisation. It is particularly useful to get across the notion that operations and the other activities must work cross functionally for optimal organization performance(Chase et al. 2007).

In preparation for my interview with Goldman Sachs Group, Inc., one of the most well known financial firms in the world, I decided to gain some background knowledge on the company by doing some research. I learned that Goldman Sachs Group is a leader of the global financial services industry, and, according to the firm’s webpage, provide “investment banking, securities and investment management services to a substantial and diversified client base that includes corporations, financial institutions, governments and high-net-worth individuals” (1). The main competitors in Goldman Sachs Group’s industry are JPMorgan, Morgan Stanley, Citi Group Global Markets, and many more (3).

Over the last 77 years, Morgan Stanley has been at the forefront of the financial industry. This is from the firm focusing on creating customizable investment products that are sold to retail and institutional clients. ("Company History," 2012) However, a problem is that many competitors are entering a period of flat growth that is at the top of S Curve. This is when a company will grow so big that it becomes difficult to continue increasing profit margins. (Nunes, 2011, pp. 1 5) In the case of Morgan Stanley, the recent financial crisis has made it more difficult for the firm to improve earnings. As a result, a new strategy must be developed that will motivate the sales force to do more. To determine the most effective approach requires examining six features of a total rewards program, the specific behaviors that will be targeted, assessing the value proposition and how to attract registered representatives.

In reference to J.P. Morgan Chase their enduring attribute delivers a clear message that they have an illustrious history that has always been there for their clients in good times and in bad times. J.P. Morgan Chase has proven empirically that they never lose sight of the main goal, which is serving the client. They have proven that doing right thing for the client is what they strive for as an organization. This is evident by the way they attempt to create a pleasant experience when entering their branch locations. As shown above, this is an example of a branch of the future layout that will be implemented nation wide to ensure client satisfaction. Another core value J.P. Morgan Chase focuses on is the commitment to integrity, responsibility

This case is about adding value to the work environment and the work flows of a business. Even though it is about a small but growing financial institute; but the situations presented in this case are sometime pretty common in different kinds of organizations that affect their work environments and the flows of work. Solving the latent issues of this organization will not only add value to its work practices but they will function as guidelines for all the other organizations that are going through similar kinds of situations.

Morgan Stanley has earned a worldwide reputation for excellence in financial advice and market execution. Today, Morgan Stanley is employing over 51,000 members in about 27 countries connect people, ideas and capital to help their clients reach their financial needs and future goals. (http://www.morganstanley.com). Ever since the year 1997, Morgan Stanley has joined forces with two respected organizations. Morgan Stanley, which was established in New York in 1935 combined with Dean Witter, which was as big and well-known as Morgan Stanley. Dean Witter was established in 1924 in San Francisco. Due to the fact that they have become more powerful by combining each other’s advantages in the

They have a global structure to ensure satisfaction with strategic and financing needs of clients around the world. In the institutional client services segment they facilitate client transactions and make markets in fixed income, equity, currency and commodity products—primarily with institutional clients (GS). In addition to this they make markets and clear client transactions on major stock options and futures exchanges worldwide, provide financing, securities lending and prime brokerage services (GS). Although revenues from these activities are decreasing it is still by far the greatest source of their revenue (GS).

Rob Parson had recently been hired by Paul Nasr, a senior managing director at Morgan Stanley as a principal in the Capital Markets Services division. The division had done very little business even with its most important investment banking clients. In particular the bank wanted to improve business with clients in the financial services industry. Parson was hired for his proven track record in this domain, for his relationships with clients and for his energetic and entrepreneurial approach. Soon after he was hired Parson started delivering results and played instrumental role in improving Morgan Stanley’s ranking and market share. He got first time business with several clients and increased business volumes from