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Answer :
Morgan Stanley is a financial services firm that operates around the world. Rob Parson, one of Morgan Stanley's most promising executives, is the central character in this case. Rob Parson, who was hired to Morgan Stanley's Capital Markets division, was hired to build up Morgan Stanley's presence in the American equity markets. Parson was recruited for his proven ability to build relationships and create deals, and he was known for his aggressiveness and quick decision-making. The case is about how a management team at Morgan Stanley tried to determine if Parson was capable of leading the division successfully.The performance management system at Morgan Stanley, in this case, seems to be ineffective.
As per the case, Rob Parson was an excellent performer, but he had a style of working that was not in line with Morgan Stanley's organizational culture. The management was not satisfied with the way he managed his subordinates. Rob's subordinates complained about his style, stating that he was extremely aggressive and didn't give them proper guidance, which impacted their work negatively. In addition, Rob's boss, Paul Nasr, gave Rob a performance review that stated that he needed to work on his interpersonal skills. Rob's peers believed that Rob needed to work on his communication skills to communicate effectively within the firm and to be able to provide guidance to his subordinates. Moreover, Rob was not able to provide strategic direction to his team. For example, when a subordinate asked Rob what their group's strategy was, Rob stated that they needed to "get more business." It demonstrated that Rob was not capable of leading his team successfully. As a result, the performance management system at Morgan Stanley was not effective for Rob. He needed a mentor who could guide him in developing his skills to suit the culture of Morgan Stanley.In conclusion, the performance management system/process at Morgan Stanley was not effective for Rob Parson. Although Rob was an excellent performer, he needed mentoring to help him develop his skills to align with Morgan Stanley's organizational culture. The case is an example of how a successful performer may not be a good fit for the organization's culture, and the performance management system may not be effective in such cases.
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