Rob Parson at Morgan Stanley free essay sample

Paul Nasr, a senior MD in Capital Market Services at Morgan Stanley (hereafter referred to as MS) is facing the challenging question of how to effectively handle Parson’s annual performance review without creating a vacancy in an irreplaceable area that was difficult to perform and had seen a tremendous amount of turnover at MS. Nasr had the fear of losing Parson, his valuable employee and a star producer if he was not promoted to Managing Director as promised by Nasr during his hiring. Rob Parson, Principal, Capital Market Services (CMS) had played a critical role in making significant gains in building MS’s revenue and reputation. Parson was an outstanding individual contributor, who in his sincere, relentless attempt to generate more business, had created a hostile environment around him by going against the norms and culture of the organization. MS’s environment and mission statement was of teamwork, innovation, building consensus and treating employees with dignity and respect. We will write a custom essay sample on Rob Parson at Morgan Stanley or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page However, there was no formal training for new employees regarding MS’s culture, expectations and performance evaluation (PE) process. Next, there were several biases and blind spots in the PE process. The 360 ° performance evaluation appeared to be a very shallow process, and there was no consensus on how to implement a decision based on PE and how to use the PE under various circumstances. Instructions and training on how to make effective performance assessment was not provided to the managers. There was no definite internal validity/reliability measure of the PE, leading to personal biases. Questions were not specific and focused on the job function of the employee. Although, Parson’s colleagues and seniors had described him to be volatile, cocky, abrasive, overbearing, and insincere and â€Å"not a team player†, strong examples to site his strengths and weakness were missing. Also, the 360 ° evaluation process was not customized to special situations where one may have to contribute individually and use out of the box strategies to build business in areas like CMS. Although, Parson had to break a few eggs in order to develop the firm’s presence in the CMS area, he had extraordinary client relationship skills and made significant gains in building MS’s reputation (ranked up from tenth to third) and revenues (market shares raised from 2% to 12. 2 %). Additionally, he was commended by several colleagues for his ability to cross-sell, his willingness to share information and make introductions and his energetic approach to his job. Clearly, the PE failed to mathematically compute these different dimensions in determining an employee’s promotion. Lastly, Nasr was partially responsible for Parson’s failure to adapt to MS’s work culture. Although he had worked with Parson at a different firm earlier and was familiar with his work style and personality, he failed in his responsibility to train Parson to Morgan Stanley’s work culture. He underestimated the fact that Parson was not the typical MS type and the degree to which some of Parson’s actions had violated MS norms. Also, in being sympathetic towards Parson and being perceived by others as his â€Å"Godfather† he failed to address the interpersonal problems Parson was facing in working with the people inside the firm and took a soft stance towards Parson. He could not be a good mentor and did not provide him timely and constructive feedback. Nasr could handle this problem by utilizing the following possible alternatives. First, he can recommend promotion for Parson after completing his performance evaluation and development summary. Nasr could explain to the senior product managers about Parson’s strengths and contributions to the firm within a short time and that too in a challenging area and submit to them an effective action plan to improve his interpersonal skills. Nasr should discuss with Parson the action plan and ask him to work on his interpersonal and organizational skills and have Parson himself address the committee about his shortcomings and remedial actions that he has taken. Secondly, Nasr can meet with Parson to discuss the PE data packet as well as his view on the same. He can come up with an action plan with Parson to work on his weaker areas and provide him with resources for the same, for e. g. assigning him a mentor to guide him to adapt to MS work style and sending him to workshops on team building and interpersonal skills. He can provide him with more frequent feedback and set target dates for reviewing him in 3 months to decide whether or not to put him up for promotion. Alternatively, Nasr does not put him up for promotion after his performance evaluation and development summary and explains his rationale behind the same; discusses short term and long term goals with him and comes up with an action plan for the forthcoming year. Lastly, After reflecting over all the aspects of the PE, Nasr can discuss in the meeting with the higher management his concerns if the current PE is fair to be used as a reliable criteria for promotion of an employee, keeping in mind that not all jobs in the company can be  perfectly filled by adhering to the job culture that MS has developed, and should be customized in special situations like these. On the other hand, I believe Parson should not be promoted at this point of time. MD needs to be a â€Å"role model†, who reflects company’s vision and mission statement to his department employees. He needs to command respect for knowledge and insight among people, both inside and outside the firm. Parson, on the other hand was overbearing, judgmental, rushing to a decision or opinion before having the facts, with inconsistent moods and disrespectful at times and not perceived as a team player by most of his colleagues. Also, he failed to lead as a Principal in CMS, by not showing much of a presence in the morning meetings. Contrary to the average score of 4. 0 for professional skills, he only scored average of 2. 95 for management skills in colleague rating. Ability to articulate department visions and strategy is an important responsibility of a MD, which Parson seems to be currently lacking. Rob Parson at Morgan Stanley free essay sample Paul Nasr, a senior MD in Capital Market Services at Morgan Stanley (hereafter referred to as MS) is facing the challenging question of how to effectively handle Parson’s annual performance review without creating a vacancy in an irreplaceable area that was difficult to perform and had seen a tremendous amount of turnover at MS. Nasr had the fear of losing Parson, his valuable employee and a star producer if he was not promoted to Managing Director as promised by Nasr during his hiring. Rob Parson, Principal, Capital Market Services (CMS) had played a critical role in making significant gains in building MS’s revenue and reputation. Parson was an outstanding individual contributor, who in his sincere, relentless attempt to generate more business, had created a hostile environment around him by going against the norms and culture of the organization. MS’s environment and mission statement was of teamwork, innovation, building consensus and treating employees with dignity and respect. We will write a custom essay sample on Rob Parson at Morgan Stanley or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page However, there was no formal training for new employees regarding MS’s culture, expectations and performance evaluation (PE) process. Next, there were several biases and blind spots in the PE process. The 360 ° performance evaluation appeared to be a very shallow process, and there was no consensus on how to implement a decision based on PE and how to use the PE under various circumstances. Instructions and training on how to make effective performance assessment was not provided to the managers. There was no definite internal validity/reliability measure of the PE, leading to personal biases. Questions were not specific and focused on the job function of the employee. Although, Parson’s colleagues and seniors had described him to be volatile, cocky, abrasive, overbearing, and insincere and â€Å"not a team player†, strong examples to site his strengths and weakness were missing. Also, the 360 ° evaluation process was not customized to special situations where one may have to contribute individually and use out of the box strategies to build business in areas like CMS. Although, Parson had to break a few eggs in order to develop the firm’s presence in the CMS area, he had extraordinary client relationship skills and made significant gains in building MS’s reputation (ranked up from tenth to third) and revenues (market shares raised from 2% to 12. 2 %). Additionally, he was commended by several colleagues for his ability to cross-sell, his willingness to share information and make introductions and his energetic approach to his job. Clearly, the PE failed to mathematically compute these different dimensions in determining an employee’s promotion. Lastly, Nasr was partially responsible for Parson’s failure to adapt to MS’s work culture. Although he had worked with Parson at a different firm earlier and was familiar with his work style and personality, he failed in his responsibility to train Parson to Morgan Stanley’s work culture. He underestimated the fact that Parson was not the typical MS type and the degree to which some of Parson’s actions had violated MS norms. Also, in being sympathetic towards Parson and being perceived by others as his â€Å"Godfather† he failed to address the interpersonal problems Parson was facing in working with the people inside the firm and took a soft stance towards Parson. He could not be a good mentor and did not provide him timely and constructive feedback. Nasr could handle this problem by utilizing the following possible alternatives. First, he can recommend promotion for Parson after completing his performance evaluation and development summary. Nasr could explain to the senior product managers about Parson’s strengths and contributions to the firm within a short time and that too in a challenging area and submit to them an effective action plan to improve his interpersonal skills. Nasr should discuss with Parson the action plan and ask him to work on his interpersonal and organizational skills and have Parson himself address the committee about his shortcomings and remedial actions that he has taken. Secondly, Nasr can meet with Parson to discuss the PE data packet as well as his view on the same. He can come up with an action plan with Parson to work on his weaker areas and provide him with resources for the same, for e. g. assigning him a mentor to guide him to adapt to MS work style and sending him to workshops on team building and interpersonal skills. He can provide him with more frequent feedback and set target dates for reviewing him in 3 months to decide whether or not to put him up for promotion. Alternatively, Nasr does not put him up for promotion after his performance evaluation and development summary and explains his rationale behind the same; discusses short term and long term goals with him and comes up with an action plan for the forthcoming year. Lastly, After reflecting over all the aspects of the PE, Nasr can discuss in the meeting with the higher management his concerns if the current PE is fair to be used as a reliable criteria for promotion of an employee, keeping in mind that not all jobs in the company can be erfectly filled by adhering to the job culture that MS has developed, and should be customized in special situations like these. On the other hand, I believe Parson should not be promoted at this point of time. MD needs to be a â€Å"role model†, who reflects company’s vision and mission statement to his department employees. He needs to command respect for knowledge and insight among people, both inside and outside the firm. Parson, on the other hand was overbearing, judgmental, rushing to a decision or opinion before having the facts, with inconsistent moods and disrespectful at times and not perceived as a team player by most of his colleagues. Also, he failed to lead as a Principal in CMS, by not showing much of a presence in the morning meetings. Contrary to the average score of 4. 0 for professional skills, he only scored average of 2. 95 for management skills in colleague rating. Ability to articulate department visions and strategy is an important responsibility of a MD, which Parson seems to be currently lacking.

Time as a Determinate of Final Product in a Dehydration Reaction essays

Time as a Determinate of Final Product in a Dehydration Reaction essays Time as a Determinate of Final Product in a Dehydration Reaction Robert Simack, Department of Chemistry and Biochemistry, University of Alaska Fairbanks, Fairbanks, Alaska. Abstract: This study involved acid dehydration of 2-methylcyclohexanol. The results varied depending on the time elapsed after initial reaction. I attempted to prove the Evelyn Effect, which stated that over a period of time the products of the aforementioned reaction will beobserved to change volume so that those products formed by a cis isomer of 2-methylcyclohexanol will form first. However, once all molecules in the cis isomer undergo reaction the remaining trans configured 2-methylcyclohexanols will proliferate during the latter period of the reaction. I also postulated as to the possible formulation of 1-ethylcyclopentene, and to the cause of such an event. Introduction: After researching acid-catalyzed dehydration reactions (McMurray) and background on the Evelyn Effect (Clausen) I hypothesize that the cis isomer of 2-methylcyclohexanol will react via an E1 type process forming 1-methylcyclohexene according to predictions from Zaitzevs rule (Lehman). This should be due to the fact that the cis isomer has 2 anti-coplanar hydrogens. These two hydrogens should make the molecule more reactive. The trans isomer, with only one anti-coplanar hydrogen, should be slower to react and will form a 3-methylcyclohexene. In addition the 1-ethylcyclopentene will be formed from both the cis and trans isomers but only if the hydroxyl group is in an equatorial position. In that position electrons from the ring may attack the alcohol directly from behind pushing it off the ring and forming a five-membered ring instead. Results ...

Investment in Education Essay Example | Topics and Well Written Essays - 2500 words

Investment in Education - Essay Example The development of science and technology also plays a vital role in defining the infrastructural growth of a country. Science and Technology growth help to achieve the national goals such as increasing employment opportunities, raising standard of living, reduction in poverty level, improving literacy rate, protecting the environment, strengthening the bargaining powers. Education, research and technology works as instruments for accelerating development and determinant of net income of the country. Thus they should receive special attention in national planning. It is evident that capitalizing on investments in science and technology is a vital for every nation. Country should keep on updating their strategies regarding R&D. The science and educational policies must strive for continual improvement in the institutions, and strategies that contribute to superior research and effective capitalization. Capitalization appears to be quite healthy in the United States, delivering significant benefits to the nation. Funding in scientific research is considered to be long term investment in developed nations like United States. ... What is emerging from this priority is the close association of education and economical growth. Accelerating the rate of growth and rate of productivity can basically be accomplished by stimulating and supporting scientific education in universities. Capitalization on science and technology is a major national strength, although there is much room for improvement. The United States faces long-term challenges in maintaining and enhancing our ability to capitalize. Following are some steps which can be undertaken - Government should pay close attention on long-term science and engineering research. Evaluations of the importance of capitalization should be done to seek and identify the long-term contributions of research to meeting national goals. Governments should ensure that individuals and institutions continue to contribute to capitalize research process. Universities should expand their contribution by continuously updating their policies which effect capitalization. Universities, cooperating with science and engineering societies, government, and industry, should develop required manpower and encourage student to contribute in research process. Industry, universities, and government must recognize the importance of lifelong learning for the nation's science and engineering human resources. Governments, industries, and universities should continue to experiment with partnerships A good education system is an essential component which defines country's progress. The word education contains educare (Latin) "bring up", which is related to educere "bring out", "bring forth what is within", "bring out potential" and ducere, "to lead".