Problem definition The case study addresses a typical work place bully. Chip Mazey works as Vice President at an investment bank Hudson Smith Gordon (“Hudson”). Jeremy Frazer is an associate who works under Chip. Chip has risen to his position by hard work and he brought good profit by doing good business for the company. He is a control freak with poor people skills.
To survive in today’s market, corporate culture is essential and must have the longevity to withstand corporate compliance because without a clear conscience, the government will shut the company down. McBride Financial Services Incorporated (MFSI) is discovering that corporate compliance is not as easy as it seems. MFSI is attempting to break into the mortgage business and is beginning a financial relationship with an investment firm called Beltway Investments. Beltway Investments wants to ensure that Hugh McBride is ready for this relationship by inspecting his business processes. McBride will need to ensure that changes are made, compliance is researched and built-in the strategic plan, and the shareholders will be satisfied with the new MFSI.
He knows that there is no way Willy can earn him a profit with “a job in town “, therefore he avoid and reason with Willy so he can keep Willy on the road because Willy is fallen behind the modern world. And there is “no place “ for people like Willy .During the conversation , we can see that Howard doesn’t respect Willy and calling him “ kid “ and ignore Willy , while the audience all know that Willy has more experience than Howard, so they will have a big impression on Howard character and make him become memorable. The recording machine that fascinates Howard in his office emphasizes modern technologyl world. This shows that Howard ismore interests in the future than the past, and that why he fires Willy with no regards to Willy’s loyal service or friendship with his father. He knows about Willy’s past to the firm, but Howard “can’t pull blood out of the stone “that why he can’t keep Willy, and sometime that Willy crack up and makes him worry more because that may not cause problem.
What I like most about him, is he never tried to keep anything from the audience. He admittedly said that at times, he’s struggling with himself because he still thinks that he was very smart to be able to have done those adjustments in Enron’s financial standing but also feels bad about the effect these mistakes did to the employees’ pension funds and whose lives he destroyed. I would have to agree with Mr. Fastow when he said that the accounting principles is vague and is open to any understanding and interpretation. This also goes to our laws governing the Philippines. Lawyers would interpret the rules and regulations differently and would defend it accordingly.
III. STATEMENT OF THE PROBLEM: Paul Nasr is under a dilemma on how to deal with Rob Parson, who is highly competent but has difficulty adopting the company culture, practices that cause conflicts with co-workers. IV. AREAS OF CONSIDERATION * Rob Parson is effective, efficient, aggressive, driven, knowledgeable, and brings success and brings in the goods for Morgan Stanley especially in the areas where the firm is weak. * Paul Nazr is new to the company as well and is having a difficulty in addressing Rob Parson’s methods of working.
Tough Guy Case Analysis Summary Jeremy Frazer, an associate working at a midsize investment bank named Hudson Smith Gordon, is faced with a dilemma. Frazer knew that investment banking is a competitive field and had expected to work with many Type-A personalities; people who are ambitious, aggressive, rigidly organized, and controlling. Frazer was thrilled when he was assigned to work on a multibillion-dollar project and had the opportunity to work with the vice president, Chip Mazey, who was known to be “dynamic” and on the “fast track”. Frazer’s excitement and enthusiasm diminished when he first met Mazey. Frazer quickly became aware of Mazey’s insulting and derogatory behavior towards others.
He did this not because of the recognition he wanted, but because he stood up for what he believed was right. In the end, it got him nothing. He lost his job, even after his manager warned him about what he was doing, he got no recognition from the ladies, and will eventually have to face the disappointment from his family. It’s at the end where one can find the meaning of the story. Updike wrote this story to prove that doing what one believes is right won’t always end well for that person.
Dana and Henry saw themselves as strategic contributors to the business strategy of MGI, whereas Sasha perceived them as interns and business plan writers, while Igor saw them as helping with vision and strategy. When Dav was added to the team, it confused Henry and caused him to question Sasha’s decisions, and the roles he expected the students to have. The case states “Feeling overburdened, Henry realized that his and Dana’s role on the team had become increasingly muddled” Having never completely resolved their interpersonal conflicts, we can say that the group never reached the Norming Stage. They were technically still stuck in the Storming stage, with each
Up until now I have been deceiving myself. My father talked me up so much that I just believed him. But now I’ve changed. Telling my father would make no difference; he was so stuck in this idea of the American Dream even though he’d failed to achieve it. My father always believed the key to success was to be well liked and have a job, I don’t care for these things
The fact of providing an excellent outcome with customers may not be on the same level of balancing ordinary internal records and reporting. Similar incidents to Bob's termination are potentially happening in other companies due to the lack of consistency in coaching from the management side and discipline of the employee in balancing both sides of the game (clients vs. management). The case pointed continuously that Bob was unorganized and and did not do enough background research on his customers. Therefore, he did not follow the company’s protocol in promoting their products or plan his meetings in advance. John Meredith, Bob’s first manager was great at evaluating Bob.