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    Bullet-Point Case.: Morgan Stanley

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    S Chettiar
    Morgan Stanley implemented a 360 degree performance evaluation process to provide more comprehensive feedback from subordinates, peers, and managers. Employees identified pros as getting different perspectives but cons as potential bias and hurt feelings. Rob Parson's promotion is debated, with arguments that he produces results but lacks interpersonal skills. Henry Fonda's persuasive approach in 12 Angry Men worked through logical arguments and understanding other perspectives, consistent with effective persuasion. Peter Browning at Continental White Cap faces challenges with subordinates and needs change objectives, considering transformation failures and problem employees. Cultural differences like power distance and collectivism in Taiwan require American managers to adapt styles to local norms.

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    Bullet-Point Case.: Morgan Stanley

    Uploaded by

    S Chettiar
    625 views5 pages
    Morgan Stanley implemented a 360 degree performance evaluation process to provide more comprehensive feedback from subordinates, peers, and managers. Employees identified pros as getting different perspectives but cons as potential bias and hurt feelings. Rob Parson's promotion is debated, with arguments that he produces results but lacks interpersonal skills. Henry Fonda's persuasive approach in 12 Angry Men worked through logical arguments and understanding other perspectives, consistent with effective persuasion. Peter Browning at Continental White Cap faces challenges with subordinates and needs change objectives, considering transformation failures and problem employees. Cultural differences like power distance and collectivism in Taiwan require American managers to adapt styles to local norms.

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    Morgan Stanley

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    Morgan Stanley

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    Morgan Stanley implemented a 360 degree performance evaluation process to provide more comprehensive feedback from subordinates, peers, and managers. Employees identified pros as getting different perspectives but cons as potential bias and hurt feelings. Rob Parson's promotion is debated, with arguments that he produces results but lacks interpersonal skills. Henry Fonda's persuasive approach in 12 Angry Men worked through logical arguments and understanding other perspectives, consistent with effective persuasion. Peter Browning at Continental White Cap faces challenges with subordinates and needs change objectives, considering transformation failures and problem employees. Cultural differences like power distance and collectivism in Taiwan require American managers to adapt styles to local norms.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    625 views5 pages

    Bullet-Point Case.: Morgan Stanley

    Uploaded by

    S Chettiar
    Morgan Stanley implemented a 360 degree performance evaluation process to provide more comprehensive feedback from subordinates, peers, and managers. Employees identified pros as getting different perspectives but cons as potential bias and hurt feelings. Rob Parson's promotion is debated, with arguments that he produces results but lacks interpersonal skills. Henry Fonda's persuasive approach in 12 Angry Men worked through logical arguments and understanding other perspectives, consistent with effective persuasion. Peter Browning at Continental White Cap faces challenges with subordinates and needs change objectives, considering transformation failures and problem employees. Cultural differences like power distance and collectivism in Taiwan require American managers to adapt styles to local norms.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
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    The document discusses performance evaluations at Morgan Stanley and how to conduct appraisal interviews effectively. It also covers cross-cultural differences managers may face in Taiwan.

    During a performance appraisal meeting, the employee's self-evaluation may differ from the manager's evaluation, and disagreements could arise around pay, responsibilities, and career development.

    Henry Fonda's approach was successful because he listened to understand others' perspectives, addressed concerns respectfully, and was able to build consensus through civil discussion.

    Morgan Stanley Bullet-point case.

    Please read the cases in the following order and be prepared to discuss the questions listed below (Please type out brief responses to the questions below to help you prepare & recall the pertinent info for discussion). 1) The Firmwide 360 Degree Performance Evaluation Process at Morgan Stanley Questions: a) Why did Morgan Stanley implement this evaluation process? Please be specific. b) What did the Morgan Stanley employees identify as the pros and cons of the system? 2) Rob Parson at Morgan Stanley (A) Questions: a) Should Parson be promoted? How do you support your position? b) What do you think Parsons colleagues and subordinates would say about whether to promote him? What would John Mack say? 3) Finally, using the data in the case, please complete the Evaluation and Development Summary form presented in Exhibit 3 of the Rob Parson at Morgan Stanley (A) case (as if you are Nasr). For this question, just write your responses by hand on the form itself.

    Conducting a Performance Appraisal Interview Bullet point assignment. 1. What forces are competing with each other during the typical performance appraisal meeting? 2. What do you think of the suggested option of eliminating formal performance evaluations? 3. What do you think of the suggested option of separating the typical performance appraisal into two separate meetings/components? Why does the author think it is a good idea?

    12 Angry Men: Bullet-point case. 1. Consider the section Four Ways Not To Persuade as described in the article entitled The Necessary Art of Persuasion. Which of the character(s) seems to exemplify what not to do. Which of the characters seemed to exemplify What to do. Please provide examples for each. Comment on why these four ways not to persuade dont work and why the opposite approach might work (consider Fondas style). 2. In your words, why was Henry Fondas (the architect) approach successful? a. How was Fondas style consistent with other attributes of effective persuasion outlined in the article?

    Peter Browning & Continental White Cap: Full case write-up

    FULL case analysis


    Please note this is not a bullet-point write-up treat it as a typical case write-up. The length of the paper is not as important as the substance. A high quality analysis can likely be completed in about 4 double-spaced pages. 1) What was Brownings predicament at White Cap? (Use this question to provide background info and to draw out and highlight all of the important issues facing Browning & his various constituents). 2) Overall, what do you think Browning must do and how should he do it? What does he need to consider/think about in this situation? What should Brownings change objectives and time frame be? How would the info contained in the article Leading change: Why transformation efforts fail be useful in this situation? 3) What should he do specifically in dealing with White, Lawson, Stark, & Green? How might the information contained in the article Face your problem subordinates now! help you assess these individuals (at least Green)?

    Sealed Air Taiwan Bullet-point case. 1. Find Taiwan on the various dimensions of Hofstedes dimensions of national culture (see the article entitles Motivation, Leadership, and Organization: Do American Theories Apply Abroad?). In what ways does the USA differ from Taiwan? Based on this comparison what should a U.S. manager be prepared for in terms of managing people? 2. What other cross-cultural differences are apparent in this case? What does these differences mean for a U.S. manager working in Taiwan? What major lessons should Bob Keyser learn? What should he have known before going to Taiwan?

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