Negotiation and Bargaining taught by Prof. V. S. Veeravalli at Great Lakes Institute of management Chennai

1. NAB as Paul Nasr for MORGAN STANLEY Case
FT201032
Disha Ghoshal
Answer 1.
Yes, I as Paul Nasr will recommend Rob Parsons for a promotion because I have worked with
him previously and I am fully aware of his expert potential in Capital Market services which is
an imperative field for Morgan Stanley if we want to maintain our status quo as leaders in BFSI.
I firmly believe that Parson is a strong revenue generator and has provided a great deal of new
business for the firm.
He wants to be in a senior leadership role as his long term goal however does not want to deal
with the operational transactions where he has to deal with a lot of people from Morgan Stanley.
He is goo with clients and he just wants to build up on that forte more rather than become a
holistic leader.
So. I would ask him to be promoted to an MD role because if not he will leave and that will be
loss making for Morgan Stanley. But there are some conditions that I will put before him and
come up with a suitable plan.
Answer 2.
I will nominate three very people friendly managers from the firm to be upgraded to a position
just below the MD (not an executive assistant but more like a shadow recruit who can step up
into a director position later) who gels with Parsons as well and will take care of all the
organizational responsibilities of Parsons. HE will be the face of Parsons’ deals within Morgan
Stanley and help keep the value system intact whilst not compromising on the deals that Parsons
will crack with his network and partnerships outside the firm.
Dilemmas in the case:
1. Parsons’ lack of people’s skills and steadfast individualistic approach to doing things
2. Lack of sync between the way Parsons functions and the way the other employees work
at Morgan Stanley
3. Lack of initial guidance to Parsons informing him about the behavioral requirements at
Morgan Stanley.
4. Finding a right suitor for this role might be a huge task.
5. Acceptance of a shadow to an MD within the organization