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    Morgan Stanley Case Group 8 Section A

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    DEBRAJ SINHA ROY
    Rob Parson was hired as a Principal by Paul Nasr at Morgan Stanley to help the Capital Markets Division. While Rob performed at high levels at his previous firm, his background and style did not fit Morgan Stanley's culture. His performance numbers supported promoting him to Managing Director, but his methods disregarded the company's mission statement by prioritizing revenue over all else. The differences in Rob's working style and Morgan Stanley's culture have caused problems.

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    Morgan Stanley Case Group 8 Section A

    Uploaded by

    DEBRAJ SINHA ROY
    69 views13 pages
    Rob Parson was hired as a Principal by Paul Nasr at Morgan Stanley to help the Capital Markets Division. While Rob performed at high levels at his previous firm, his background and style did not fit Morgan Stanley's culture. His performance numbers supported promoting him to Managing Director, but his methods disregarded the company's mission statement by prioritizing revenue over all else. The differences in Rob's working style and Morgan Stanley's culture have caused problems.

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    HRM Case Study

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    Rob Parson was hired as a Principal by Paul Nasr at Morgan Stanley to help the Capital Markets Division. While Rob performed at high levels at his previous firm, his background and style did not fit Morgan Stanley's culture. His performance numbers supported promoting him to Managing Director, but his methods disregarded the company's mission statement by prioritizing revenue over all else. The differences in Rob's working style and Morgan Stanley's culture have caused problems.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
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    Download as ppt, pdf, or txt
    69 views13 pages

    Morgan Stanley Case Group 8 Section A

    Uploaded by

    DEBRAJ SINHA ROY
    Rob Parson was hired as a Principal by Paul Nasr at Morgan Stanley to help the Capital Markets Division. While Rob performed at high levels at his previous firm, his background and style did not fit Morgan Stanley's culture. His performance numbers supported promoting him to Managing Director, but his methods disregarded the company's mission statement by prioritizing revenue over all else. The differences in Rob's working style and Morgan Stanley's culture have caused problems.

    Copyright:

    © All Rights Reserved
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    of 13

    Rob Parson at Morgan Stanley

    Case Analysis

    GROUP 8 - SECTION A
    Anupam Kumar NMP29_13
    Mayank Kashyap NMP29_40
    Divyansh Bisht NMP29_26
    Debraj Sinha Roy NMP29_23
    Gaurav Sharma NMP29_30
    Ankur Maheshwari NMP29_11
    Agenda
    The Case
    Rob Parson hired as Principal by Paul Nasr

    Performed at high levels at previous firm but Nasr recruited because


    Morgan Stanley needed help in the Capital Markets Division

    Rob Parson came from an unorthodox background that did not fit Morgan
    Stanleys work culture

    His performance numbers and skills show that he should be promoted to


    Managing Director

    However his style completely disregarded Morgan Stanleys mission


    statement , as he took every possible means to maximize revenues
    Performance Management A holistic view
    Difference in working style of Rob and the culture of
    Morgan Stanley
    Causal Roots of the problem
    Cause of Problem
    Hiring
    Paul hired Rob Himself for his Skills
    Paul being new to organization underestimated the principle:

    VALUES not sure + Strong SKILLS = DONT TOUCH

    Induction
    Lack of Orientation about Companys Core Values
    External Candidate - Leads to Cultural Clash

    On Duty
    Pauls reluctance to use Heavy Hand
    Diplomatic approach
    Robs Past Culture :
    Focus on Pursuit of Business & Survival rather than Franchise
    Probable Solutions
    Rob Parsons promotion Yes or No
    POSITIVES
    NEGATIVES
    NO

    Caution:
    Risk of Rob
    Parson leaving
    Morgan Stanley
    Thank you !!

    Any QuestionHappy to answer

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