The case is about a young banker named Rob Parson, who was hired for a very

challenging job of market coverage professional by the Paul Nasr, a senior

managing director in Capital Market Services at Morgan Stanley for his outstanding
performance and energetic attitude. Nasr promised him to promoteto the position
of managing director. Rob Parson did very well and with his efforts, he pushed
Morgan Stanley from 10th position to 3rd within a very short span of time. With his
efforts, he expanded the market share from 2% to 12.5%, which was an evidence of
his outstanding and influential performance. Unfortunately, Rob Parson failed in
building good relations with his peers and colleagues, which was of great
importance for the firm. At Morgan Stanley, team work was of much more
importance than individual work and the employees were not allowed to breach
the rules of the firm for achieving a particular goal. In the situation, Rob Parson
broke too many eggs to achieve his goals and objectives which greatly affected his
relationships with his peers and colleagues.
Rob Parsons performance evaluation is on its course and it became difficult for
Paul Nasr to promote Rob Parson because of many negative views. At Morgan
Stanley, a 360-Degree performance evaluation process was implemented where the
professionals were evaluated by the superiors, colleagues and subordinates.
Though, Rob Parson did very well in bringing clients to the firm but he had poor
relations with his colleagues and subordinates and everyone had commented
negatively during his performance evaluation.Rob Parson activities and qualities
are not in agreement with the organizations mission and culture. In the selfassessment exercise, he did concede that he is not exactly suited to the
organizations culture, and he would require some time to completely adjust.
Thinking seriously about all these points, it comes down to what is critical for the
organization, its society, the mission and the qualities set for itself or the fleeting
money related profit.
PROBLEM STATEMENT
Paul Nasr has to take decision to recommend Rob Parson for the promotion to the
position of managing director. If yes, then what would be the implications of this
decision on the overall organizations policies? If no, then what would be the
reaction of Rob Parson, it couldbe possible that Morgan Stanley loses such a
competent and top performer. The main problem for Paul Nasr was to take a fair
decision while dealing in a sophisticated manner with Rob Parson so that he could
get his point. The root cause of the issue was the difference between Rob Parsons
thoughts and the corporate culture of the company. He doesnt show respect
towards his coworkers, does not have any cooperation aptitudes, and do not
consider the importance of employee development, as he believes that he is the

sharpest of every one of them. Parsons fundamental vision was through his
magnificent execution in the Capital Market Services to create great results and to
manufacture well and long haul association with his and the organizations
customers and he is doing the job effectively. It could be possible that Rob Parson
would be a victim of self-sabotage, where people unconsciously undercut
themselves due to the challenging nature of their job or due to some other
reasons. An aggressive feedback regarding a persons unconscious behavior could
affect his/her confidence and self-dignity(Jackman & Strober, 2003, p. 4).
ALTERNATIVE SOLUTIONS
1.

Recommend Rob Parson for Promotion.

This recommendation entails to neglect the importance of the culture and values of
the Morgan Stanley to retain such a competent and hustler performer. However,
opting for this option would raise several questions about the fairness of the
performance evaluation system as well as would change the perception of other
employees about Morgan Stanley. Opting for this option would not affect the
revenues and market share of the company and help the company to get benefits
from the influential efforts of Rob Parson. On the negative side, this option would
communicate a message that employees could attract business at the cost of the
companys culture which would be detrimental to the attempts of top management
regarding collaboration, teamwork, respect etc.
2.

Do not recommend Rob Parson for Promotion.

The option entails to consider only the companys culture instead of the efforts
made by Rob Parson. This would save the unique culture of the company and
would also improve the trust and loyalty of employees towards the company. On
the other hand, it would hurt Rob Parson for his efforts and possibly he may leave
the company. Rob Parson had some great skills to attract customers and his exit
from the company would drop its revenues and market share because all the
clients were eager to work with him.
3.

Extend the period for Rob Parson to work as Principal.

The option entails discussing the..

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your own originally done case solution.
Rob Parsons was a star producer in the division of Morgan Stanley Capital markets.
He was recruited from a competitor last year and caused a significant income since
joining the firm. Unfortunately, reviews of Parsons with a 360-degree performance

evaluation process has shown that it is difficult to adapt to the culture of the firm.
His manager, Paul Nasr, faced with a difficult decision on whether to promote
Parson CEO. Nasr must also complete evaluation of the effectiveness Parson
summary and analysis of the performance of Parsons. Hide