Rob Parson Essay

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The case of Rob Parson in Morgan Stanley is a most interesting and important case involving the evaluation and leadership of employees by managers. The decision of whether to give an employee a promotion is perhaps one of the most crucial decisions any manager will make with regard to managing and nurturing employees. It is more sensitive than the decision of whether to hire an employee; not hiring an employee that “fits” is at most just a lost opportunity, but poor decisions in whether to give a promotion will always cause a loss for the firm; erring on the side of caution will not suffice as a tool to prevent loss. Promoting an employee who doesn’t deserve a promotion can be catastrophic, as a poor manager can cause poor company performance, and can cause subordinates to leave. On the flipside, refraining from promoting someone who deserves a promotion can have an even worse effect. The employee will be demoralized, and, in most cases, leave the company, thereby causing the high turnover costs associated with hiring a new employee. In the case of Rob Parson, there may not even be an employee in the labor market who can perform quite like him. In “Saying it like it isn’t: the pros and cons of 360-degree feedback”, Mary Carson discusses the importance of properly preparing and implementing 360o feedback. Goals need to be established in advance of the feedback process, and implementation needs to be properly handled in order for the feedback to be effective.The appropriate range of qualified employees can be altered by using the information obtained from the 360o feedback to assist the employee to align his/her career goals with the firm’s goals. Were goals established in the Parson case? Was the feedback properly utilized? It appears from the case study that neither was the case. Nasr discusses using “kid-gloves” with Parson as a way of dealing with the issues

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