Human Resources, A group assigment for class discussion.Feel free to give us your comment as a sharing knowledge along with ur rate after read the slides.
Rob Parson at Morgan Stanley (humble) solution
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CASE STUDY- ROB PARSON AT MORGAN STANLEY
BY GROUP 12
At Morgan Stanley, Stanley, an investment bank, its mission or vision statement clearly defines what it values as an organization “ exceptional performance, absolute integrity, teamwork , innovation, dignity and respect towards others”
Evaluation summary:Strengths Development areas Comments/views
Strengths Excellent selling skills Highly Aggressive Professional Professional drive Perseverance Resourcefulness Knowledge of Markets High on initiative High on CRM with HNI’s Accepts challenges Excellent on cross selling Relentless in pursuit
Development Areas Poor team player Individualistic Individualistic Arrogance Volatile temperament Low on management skills Disrespect towards colleagues Tactless Nonconformist Poor interpersonal skills Impatience Impulsive Lacks leadership skills
Views 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 he’s interested in his own opinion rather than those of others. The majority of the time he was right. When he was, it made his coworkers feel undermined which created animosity. Role conflict Paul Nasr, hired Rob Parson, an aggressive individual individ ual who’s not necessarily a team individual player, to fill a position that required his unique personality characteristics.
Views Rob seemed to be exactly what they needed and wanted but now he isn’t . The company’s 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. Herzberg’s Two-Factor theory of motivation is also present. Parson’s dissatisfaction (extrinsic) factor was company procedures and his satisfaction (intrinsic) factor was responsibility, possibility of growth, and advancement.
Views Everyone shouldn’t shouldn’t be evaluate evaluated d on the same criteria and the evaluation shouldn’t be the only factor in determining promotions. A Principal shouldn’t be evaluated using the same criteria of a managing director or an associate. A principal in the capital market mark et services division shouldn’t be compared to a principal in another division since the job requirements are different. One downfall of using only the 360 degree evaluation is that animosity can sometime cloud a fair and impartial judgement by co-workers.
