Case ID: 498054     Solution ID: 35944     Words: 1374 Price $ 45

Rob Parson at Morgan Stanley A Case Solution

Abstract

Morgan Stanley is a worldwide organization that oversees chance arrangement of its customers by offering them items that suit their necessities. It is critical for Morgan Stanley to construct a notoriety inside and also remotely to lead its business effectively, which includes a level of client introduction. Be that as it may, the organization needs to settle on a choice at this stage; whether it needs to prescribe its extraordinary entertainer Rob Parson for a terrifically essential advancement. The choice is intense on the grounds that it is probably going to have long-run suggestions for the organization. Subsequent to assessing all upsides and downsides underneath, it is prescribed that, to the greatest advantage of the organization, Rob Parson ought not be suggested for advancement now. 

Knowledge- Parson understood the business of his clients very well. Further he had rich knowledge of the markets and the business area he worked in. 3.Creativity and selling skills- One of the reasons he could turn around the performance of the firm was because of his ability to innovate and create needs for customers where none existed. 


Non Participative- Parson's confidence and knowledge sometimes bordered on indifference to others' opinion. Seemingly obsessed with his own opinion he often took decisions all by himself leaving his colleagues and subordinates feel unimportant. Non-conformist- Parson gave utmost importance to his task at hand and the demands of the customer. In the process he often overlooked formal procedures as in case study of the error with the Syndicate and often in decision making process. 
Aggressive- Parson's assertiveness often manifested itself as aggression. His quickness of manner and extreme task orientation came across as hostile to his colleagues who were made to feel intimidated and ignored. 
Judgmental- He was very judgemental and believed he knew everything about markets. He frequently challenged his colleagues and did not trust them in their own area of expertise. 
Moody- Parson was also known to be a moody person and went as far as being indecent and rude when he was angry. 

In all we can say that he was an extremely efficient business minded person when it came to technical performance but had to improve a lot on interpersonal skills.

The ‘Promotion' Decision: Likely Implications

We need to discuss the implications of promoting or not promoting Parson in the light of the fact that he was promised to be put on fast track on his performance. However, the dilemma is there because of the fact that though Parson can be considered as high performing individual, his behavioural aspects are not perceived to be in line with the requirement of Organizational Citizenship Behaviour (OCB). With due importance to above facts, following notable implications need to be considered: 

Implications of Promoting:

1.By promoting Parson, Nasr can motivate him to perform much more than what he is doing right now and this would help in growth of organization as Parson can drive the growth single handed. 2.Nasr would be able to instil the trust in him by keeping his promise. This way he can demand more from Parson not only on quantitative performance but also on qualitative parameters such as his behaviour and team work. 3.Promotion of Parson would send across a strong positive signal to the clients of the firm as well, particularly those in the financial services industry. Rewarding the high performer in their business area will impress upon them their importance in the business of Morgan Stanley and will give them the confidence that the firm will continue to come up with products and services congenial to their needs. 4.Promoting Parson would also imply that performance will be suitably rewarded and one can grow faster if s/he performs exceptionally. This would motivate others to take initiative and bring more business. However, at the same time this would signal that employee's contribution to upholding company's mission and culture is a second fiddle to employee performance. This would create a mismatch between what a company expects and what it encourages thereby making the vision of One Firm difficult to be achieved. 5.Promoting Parson may also increase cynicism among employees and they may perceive that Nasr is overlooking others performance and Parsons' mistakes. This would adversely affect Nasr image as a team leader as well as the performance of his team on a whole.

Implications of not Promoting:

1.The biggest and most obvious implication of not promoting Parson would be the large likelihood of the firm losing him - one of their star performers. Parson was promised early promotion at the time of induction into the company. If he is not accordingly promoted in spite of having put up an excellent performance, he may feel betrayed and may decide to quit the firm. 2.One other implication of not promoting him could be that Parson may move from Sandal wood to deal wood or dead wood. He could become cynical under the perception that he was denied a promotion for the want of sound credentials and an impressive resume. This cynicism may keep him from putting up his best performance. 3.Parson may also turn more hostile towards his colleagues as he might hold them and their negative feedback responsible for him being denied a promotion. This will thus only magnify the negative aspects of his interpersonal behaviour.

6.The ‘Promotion' Decision

Nasr has a very complicated decision to make. To start with, he can only ill afford not to factor in the implicit commitment he had made to Parson to promote him to the position of Managing Director (MD) during the next appraisal cycle. Apart from that, Nasr's decision would be guided by two other overarching considerations:

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