...Morgan Stanley Case Study 1 “Morgan Stanley Case Study” Total Rewards Dr. Judie Bucholz Strayer University Robyn L. Snow April 29, 2012 Morgan Stanley Case Study 2 Abstract Morgan Stanley was established by J.P. Morgan Jr in 1935 in New York. Before 1935, Morgan Stanley was only an investment department in J.P. Morgan group. Since its inception in 1935, Morgan Stanley has been a leader in investment management. The company provides a wide range of financial services for individuals and institutional investors. Morgan Stanley investment advisors educate clients at all stages of life in the benefits and risks of investing in mutual funds, stock, and bonds. Working with clients, they help to determine investment strategies based on goals and objectives, the time...
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...A Morgan Stanley Case Study Operating Globally Through Technology Course: MGMT420 STRATEGIC MODELING Crn: 29022 Group Members: Nicole Blenman Mark Hamel-Smith Allison Joseph Cynthia Kennedy Kelly Singh Lecturer: Ms. Kinda McGowan April 18, 2015 Introduction Morgan Stanley was founded as an investment bank in New York in 1935, it has evolved into one of the world’s foremost financial institutions, with more than 45,000 employees on six continents. Though headquartered in the U.S., they are a leader in the integration of financial services around the world. As technology links them closer together the firm is in a unique position to address the increasingly global needs of their clients. Morgan Stanley mobilizes capital to help governments, corporations, institutions and individuals around the world achieve their financial goals. ▪ As a global bank it provides: Investment banking advice on mergers and acquisitions, financial restructuring and privatisation. ▪ Major underwriter of stocks and bonds and provides research, sales and trading services in almost every type of financial instrument. ▪ Manages private partnerships that invest in venture capital, property and other private equity opportunities. ▪ Provides other related products and financial services, including credit cards. At its foundation are four core values — putting clients first...
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...Morgan Stanley’s Return on System Noninvestment Case Study Summary Morgan Stanley was established in 1935, and in 1997 merged with retail brokerage firm Dean Witter Discover and Co. to become a global financial services organization that employed more than 53,000 people in over 600 countries including Australia. Institutional Securities, Asset Management, Retail Brokerage and Discover were the four segments of Morgan Stanley. The merger altered the working environment of Morgan Stanley and created a divide in employee acceptance of the Retail Brokerage segment. It did not integrate well with the firm partly due to the information systems being different to the rest of the company. Under CEO Philip Purcell’s management, Morgan Stanley’s infrastructure and systems did not grow with the needs of employees and customers, nor did it apply future technologies to their current systems, its focus was reducing overheads to maximize profits in the short term. Many brokers resigned, taking with them valuable portfolios and profits. In June 2005 Purcell resigned, and John Mack provided new leadership. The firm then began to change its information systems and provide better services for clients, which saw stronger ethos and integrity within the employees. The new leadership at Morgan Stanley instigated change, and the realization that the Company must grow to keep up with the competition in the financial services industry. Not only did technology need overhauling within all the...
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...V O L U M E 1 7 | N U M B E R 4 | FALL 2005 Journal of APPLIED COR PORATE FINANCE A MO RG A N S TA N L E Y P U B L I C AT I O N In This Issue: Executive Pay and Corporate Governance Pay Without Performance: Overview of the Issues A Remedy for the Executive Pay Problem: The Case for “Compensation Discussion and Analysis” Developments in Remuneration Policy Corporate Culture and the Problem of Executive Compensation Taking Shareholder Protection Seriously? Corporate Governance in the U.S. and Germany University of Rochester Roundtable on Corporate M&A and Shareholder Value 8 Lucian A. Bebchuk, Harvard Law School, and Jesse M. Fried, University of California at Berkeley 24 Jeffrey N. Gordon, Columbia University 36 Alastair Ross Goobey, International Corporate Governance Network and Morgan Stanley Europe 41 44 Arthur Levitt, Jr., The Carlyle Group Theodor Baums, University of Frankfurt, and Kenneth E. Scott, Stanford Law School and Hoover Institution 64 Panelists: Robert Bruner, University of Virginia; Cliff Smith and Gregg Jarrell, University of Rochester; James Owen, The Bank Street Group; Marla Sincavage, Ernst & Young; and Matt Ostrower, Morgan Stanley. Moderated by Mark Zupan, University of Rochester. Takeover Defenses and Bargaining Power Is U.S. CEO Compensation Broken? Top Management Incentives and Corporate Performance Letting Go of Norm: How Executive Compensation Can Do Better Than “Best Practices” Finance, Politics, and the Accounting...
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...Morgan Stanley, a leading U.S. Investment Bank, was attempting to transform it’s work environment to one that fosters teamwork but promotes innovation as well. This vision was developed under the leadership of the new president John Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty (20) years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. That person must be energetic, aggressive and innovative. That’s why he recruited Rob Parson. Rob developed relationships with the important players in the banking and insurance industries and a strong reputation. Rob is not easily discouraged or intimidated and knows what it takes to get the job done. His drive and ambition allows him to connect with his clients but sometimes distances him from his co-workers. The position that Paul needed to fill was difficult to perform and had a very high turnover rate. He thought that Rob was the perfect person to fill that billet. Rob accepted the position with the understanding that there was a potential for growth because the effort was in need of repair and that the Morgan Stanley had done very little business...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource...
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...Morgan Stanley, a leading U.S. Investment Bank, was attempting to transform its work environment to one that fosters teamwork but promotes innovation as well. This vision was developed under the leadership of the new president John Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and...
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...powerful, dynamic individuals who command victorious armies, direct corporate empires from atop gleaming skyscrapers, or shape the course of nations (Yukl, p. 1, 2010). Behaviors are an important approach in leadership. Working as a manager in an organization leaves much opportunity to view outstanding leadership behaviors as well as bad leadership behaviors. In observations poor leadership took a reactive approach in areas of multi-tasking the managers often pushing their work off on other supervisors he or she managed or employees that he or she knew would get the job done with no questions ask. Poor leaders need to begin with the basics in knowing what defines leadership. One common indicator of leader effectiveness is the extent to which the performance of the team or organizational unit is enhanced and the attainment of goals is facilitated. (Yukl, p. 10. 2010). Strength of the behavior approach to leadership is a wide scope of what a leader does in certain situations. There are a variety of studies with creditable research that agree with the behavior approach to leadership. The behavior approach to leadership can be divided into two categories task and relationship. Engaging in a proactive approach should be strength within leadership. Reviewing these two categories can help to better understand what it takes to become an effective leader. As a leader an individual needs to know his or her weakness in order to overcome them. There will always be some disparity...
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...powerful, dynamic individuals who command victorious armies, direct corporate empires from atop gleaming skyscrapers, or shape the course of nations (Yukl, p. 1, 2010). Behaviors are an important approach in leadership. Working as a manager in an organization leaves much opportunity to view outstanding leadership behaviors as well as bad leadership behaviors. In observations poor leadership took a reactive approach in areas of multi-tasking the managers often pushing their work off on other supervisors he or she managed or employees that he or she knew would get the job done with no questions ask. Poor leaders need to begin with the basics in knowing what defines leadership. One common indicator of leader effectiveness is the extent to which the performance of the team or organizational unit is enhanced and the attainment of goals is facilitated. (Yukl, p. 10. 2010). Strength of the behavior approach to leadership is a wide scope of what a leader does in certain situations. There are a variety of studies with creditable research that agree with the behavior approach to leadership. The behavior approach to leadership can be divided into two categories task and relationship. Engaging in a proactive approach should be strength within leadership. Reviewing these two categories can help to better understand what it takes to become an effective leader. As a leader an individual needs to know his or her weakness in order to overcome them. There will always be some disparity in...
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...Rob Parson at Morgan Stanley Rob Parson was a market coverage professional in the Capital Markets division. He had been hired by Paul Nasr and had generated substantial revenues since joining the firm. Unfortunately, Parson's reviews from the 360º feedback said that he was having difficulty adapting to the firm's culture. So Nasr faces the difficult decision to promote Parson to Managing Director. Nasr must complete Parson's performance evaluation summary and conduct Parson's performance review. Question 1 What are the advantages and disadvantages of the 360º feedback system at Morgan Stanley? When John Mack became President of Morgan Stanley in 1993, he brought a new vision to the bank named “One-Firm Firm”. That vision focused on performance which can be translated in creating value for the clients, the employees and the shareholders. Mack thought that could only be achieved through a culture that promoted teamwork and innovation and never sacrificed the firm’s integrity. The 360º performance evaluation process was brought by Mack to Morgan Stanley with the intention to “encourage employees to conform to a new way of doing business that emphasized team-work, cooperation, and cross-selling”. It also intended to “provide comprehensive development feedback so that employees could continue to improve their skills in four areas: Market/Professional skills, Management and Leadership effectiveness; commercial Orientation; and Teamwork/One Firm Contribution”. These...
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...Middle Adulthood Case Studies Read the following case studies in order to complete the Week Three Individual Assignment. Case Study 1: Jackson Jackson is a 25-year old male who has recently been admitted to a substance abuse program in Chicago, Illinois. He has been arrested several times for possession of a controlled substance but has not served any time in jail. He grew up in a single-parent household with his mother, Tina. Tina, 45, is employed as a high school teacher; his biological father is not involved in his life. Tina’s boyfriend, Michael, often attempts to serve as a father figure to Jackson. Jackson went to college immediately after high school, focused on a degree in chemistry. In high school, he was a good student who earned A’s and B’s in most courses. After a car accident, a slight head injury caused him to lose some cognitive functioning and analytical skills. Jackson started drinking alcohol occasionally with friends during his freshman year of college. He also abused prescription painkillers given to him after the accident. Jackson was in two serious relationships his senior year of high school, with Alice and Beth. He asked both of the girls to marry him, but then recanted. Each of the relationships lasted about 6 months in which each girl complained that Jackson was distant and unable to commit emotionally. Jackson questioned his sexuality his first year in college when he found himself sexually attracted to his roommate Stanley. He asked to...
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...Firmwide 360˚ Performance Evaluation Process at Morgan Stanley Case study Team no.2: Jana Baková Júlia Birčáková Eva Flaková Tomáš Szabo Martin Valdner 5th December 2005 CONTENTS The Firmwide 360˚ Performance Evaluation Process at Morgan Stanley 1 CONTENTS 2 Introduction 3 What is the 360˚ Performance Evaluation Process? 3 What is the problem? 5 Evaluation Criteria 5 Telling the truth / how to achieve correctness of the questionnaires? 5 Fighting for points 6 Possible solutions for our problems 7 Problem no. 1 – how to set evaluation criteria 7 Problem no. 2 – Telling the truth / how to achieve correctness of the questionnaires? 8 Problem no. 3 – Fighting for points 9 Conclusion 10 Introduction Morgan Stanley (MS) is a leading U.S. investment bank. It was founded in New York on the 5th September 1935 by Henry S. Morgan, and Harold Stanley. Since its inception it was transforming itself into a “One-firm company” under the leadership of John Mack (the president of Morgan Stanley since 1993). Morgan Stanley changed the presentation of itself towards its clients in a more unified way. Employees have become the main source that helps Morgan Stanley to achieve it. Organizations are changing fast - diversity is valued as a critical component of a business environment that encourages new and innovative approaches to accomplishing organization’s mission. Morgan Stanley has a target to be the best investment bank worldwide...
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...360˚ Performance Evaluation Process at Morgan Stanley Case study Team no.2: Jana Baková Júlia Birčáková Eva Flaková Tomáš Szabo Martin Valdner 5th December 2005 CONTENTS The Firmwide 360˚ Performance Evaluation Process at Morgan Stanley 1 CONTENTS 2 Introduction 3 What is the 360˚ Performance Evaluation Process? 3 What is the problem? 5 Evaluation Criteria 5 Telling the truth / how to achieve correctness of the questionnaires? 5 Fighting for points 6 Possible solutions for our problems 7 Problem no. 1 – how to set evaluation criteria 7 Problem no. 2 – Telling the truth / how to achieve correctness of the questionnaires? 8 Problem no. 3 – Fighting for points 9 Conclusion 10 Introduction Morgan Stanley (MS) is a leading U.S. investment bank. It was founded in New York on the 5th September 1935 by Henry S. Morgan, and Harold Stanley. Since its inception it was transforming itself into a “One-firm company” under the leadership of John Mack (the president of Morgan Stanley since 1993). Morgan Stanley changed the presentation of itself towards its clients in a more unified way. Employees have become the main source that helps Morgan Stanley to achieve it. Organizations are changing fast - diversity is valued as a critical component of a business environment that encourages new and innovative approaches to accomplishing organization’s mission. Morgan Stanley has a target to be the best investment bank worldwide...
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...Management Meeting 1 Notes Morgan Stanley’s Return on System Noninvestment CASE STUDY 1. Why did Morgan Stanley underinvest in information technology? The CEO at Morgan Stanley clearly miscalculated the market. Purcell felt that the rebound of the economy would be slow following the stock market crash in 2001. In order to survive, he felt that the company needed to concentrate on maximizing profits instead of generating revenue. Given this strategy, he cut costs, jobs, and investments in areas such as information technology. It is also possible at the startup of the company in 1935 or thereafter there was not an importance given to IT development; this culture might have persisted or simply a refelection of management’s perspective as to the need of information technology. 2. Why was the merger with Dean Witter disruptive for the company? Morgan Stanley operates in four segments: Industrial Securities, Asset Management, Retail Brokerage, and Discover (formerly Dean Witter). Despite the merger, the Retail Brokerage group was never accepted as an equal partner by the rest of Morgan Stanley. This was clearly an employee integration problem either because of the employees’ perception or their reality. This division was also not well-integrated with the rest of the company. Former Dean Witter employees claimed that they felt like disrespected outsiders after the merger. The unification of Morgan Stanley and Dean Witter created a digital, cultural, and philosophical divide. The...
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...Answers for Case Study #2 1. What are all the issues here , from both CJI 's and Caolinn 's perspectives , that need to be researched by Ms . Stanley Ms. Stanley is in need to research about the track records of the Caolinn Pumps focusing quality and the capacities to deliver. She needs also to study about the two other suppliers just to check on their capabilities as far as the business requirements are concerned. In addition to that, she also needs to have a review of comprehensive inventory related to the current competencies being adhered by the CJI's production team 2. Should CJI continue to use Caolinn to supply pumps, should it make them in house, should it contact one of the other suppliers, or should it do some combination of these alternatives? Discuss the advantages , disadvantages, and risks of each of these alternatives. The advantage of this is that the quality of the bilge pumps are 90 to 100 percent guaranteed since this has been CJI's supplier source since their business started its operations. In contrary, the disadvantages are the possibility that Caolinn will not be able to meet the foreseen bulk of bilge pump requirements as soon as the contract between CJI Great Lakes takes effect. They have been used to producing and delivering under normal scenarios but the expected bulk will be a lot higher than the current. There's also no guarantee that Caolinn will really deliver as required in the absence of the contract...
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