Rob Parson at Morgan Stanley (B) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Introduction

Morgan Stanley, a renowned investment bank commenced its operation in the late 1930s in the United States. Morgan Stanley works on the system of delivering efficient financial services in a uniform manner to its clients and shareholders. Morgan Stanley considers its human resource as a competitive advantage for the company and provides them all the intrinsic and extrinsic rewards and honors to enhance their productivity. The company encourages a working environment that fosters teamwork among employees, which allows the employees to give their best as all the workers perform for Morgan Stanley. The company has transformed its vision statement into “one-firm” statement which says that every employee must deliver the same or better level of quality services, respectable and cooperative approach to clients.

In the current scenario, Paul Nasr a senior managing director at Morgan Stanley is stuck in a condition where he has to make the designation promotional decision of Rob Parson on the basis of a performance evaluation survey conducted for all employees. Rob Parson had joined Morgan Stanley as a market coverage professional to provide his services in the capital market. According to Nasr, the company had not achieved success in the capital as well as the investment banking market for which the company immediately requires a person to manage clients. Parson has been hired on his successful track records in the financial industry and his effective relationship with clients. The company had grown from category C to A by the efforts of Rob Parson as he had played a vital role to position Morgan Stanley in the capital market for delivering high-quality financial services.

Although the company has made a remarkable position in the financial industry, but the company cannot compromise on its organizational culture to build its market reputation. The managing director has gone through from the evaluation survey and found out that Parson is an excellent market player but a poor team player. Parson has achieved five folds of revenue for the company but has broken organizational cultural rules that have to be abided by every employee. In the current session, Nasr will evaluate the performance assessment procedures and take the promotional decision of Parson on the basis of those assessments.

What is your assessment of Rob Parson’s performance? Should he be promoted?

The performance assessment of Rob Parson has been categorized into two essential elements that are external and internal evaluation. The evaluation will be started by assessing the existing level of job performance of Rob in which the management will evaluate his contribution in the company as a profit maker. Then the assessment process shifts to evaluate some internal factors related to the behavior of Rob at workplaces which were affecting the norms and culture of the organization. The behavioral assessment of Rob Parson will provide a clear picture to the organization that either the performance of his goals are aligned with Morgan Stanley or not.

The assessment results reveal that Parson had done a tremendous job to serve the company in terms of profit generation and cliental relationship. Parson had built a strong reputation of Morgan Stanley in the capital market by his efficient insight into the thinking process of the customers. It had occurred for the very first time that Morgan Stanley had secured ten clients for its business in the capital market. This all happened because of the great negotiation and convincing skill of Rob Parson, as well as his financial market knowledge which Rob had gained in his prior years of experience in the stock market. Hence, the evaluation of Rob Parson as a revenue producer reveals his external performance which has shown his astounding achievements for Morgan Stanley.

However, the internal evaluation will be based on interpersonal relationship of Parson with his colleagues and his rule abidance responsibility with the company. It had been observed that Parson used to ignore his responsibilities regarding organizational culture, his interaction with his colleagues was not remarkable. Subordinates and supervisors used harsh and abrasive words to provide feedback against Parson, as he was bringing business to the organization by ignoring organizational culture. These results reveal the inability of Parson to work in a team which is highly unacceptable at Morgan Stanley. As an organization.............................

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by M. Diane Burton Source: Harvard Business School 2 pages. Publication Date: February 13, 1998. Prod. #: 498055-PDF-ENG