Rob Parson at Morgan Stanley: Exploring managerial problems associated with performance appraisal and performance management.

1. Overview. This report presents an independent analysis addressing the insights for important management issues associated with progeny appraisal and performance management in the Capital commercialize place function of Morgan Stanley. The analysis will be concentrate on identifying the major problems, analyzing the situations, and do feasible and thorough recommendations for the carte of Morgan Stanley to cleanse the existing situations. 2. riddle Statements. snare Parson was a star manufacturing championship in the Capital Market Services Department who had been recruited from a competitor two years agone and had generated substantial revenues since join the firm. I would like to address more specific and push through problems for this situation as follows: 2.1 conundrum 1 -Rob Parsons Performing Issues. Parsons advantage at genemilitary rating business was limb by performance reviews from inwrought co-workers that painted him as a poor fit in the firms col laborative culture. Parsons performance issues had been making his two immediate supervisors, capital of Minnesota Nasr, the senior managing managing theatre director in earliest 1996 and Gary Stuart, the just promoted managing director in early 1997 faced the dilemma whether to promote Rob Parson as managing director. 2.2 Problem 2 -Rob as unreplaceable Staff. Stuart snarl current that Parson would leave the firm if he was not promoted in 1997. This would mean losing a valuable employee and a star manufacturing business and creating an empty seat in an eye socket important for the firms business. Morgan Stanley indispensable Parson to attain the firms strategic business objectives and even Stuart felt strongly that Parson would be unacceptable to replace. 2.3 Problem 3 - Little consensus for the 360-degree military rank process The purpose of 360-degree rating is to emphasize teamwork, cooperation, and cross selling. However, there was little consensus on what the 360-degree valuation actually meant in prac! tice since its implementation in 1993. 3 Issues / Problem Analysis. If you want to get a full essay, mark it on our website: OrderCustomPaper.com

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