1. /What are the challenges facing Morgan Stanley as John Mack assumes a leadership role? The challenges faced by Morgan Stanley as John Mack assumes a leadership role were as follows: internal fights were taking place at all managerial levels between divisions , as the company at that moment was split in ten divisions and each one of it was totally focusing on profit maximization into it’s own area there were unequal distribution of wealth among pre and post IPO partners the firm was in a period of rapid growth , diversification and globalization period , environment that put a lot of pressure on people generally and management especially traditionally rivalry btw Fisher and Greenhill , Greenhill representing the interest of …show more content…
Mack , well structured and communicated organization scheme , a lot of interaction between division through it’s middle and senior managers .Never the less , they had to adapt to J. Mack way of doing things : being at all times close to the peoples(no meter if they were executives or secretary) and very demanding in the same time 2. /Assess John Mack’s vision and values for Morgan Stanley? What are the key elements? How different is it from the way the firm has historically operated? His vision for MS was to “be the world’s best investment bank and the Firm of choice for our clients, our people and our shareholders”. The key elements for reaching this vision were: management to assume not just the role of being a manager , also the role of a real coach for it’s team , a pipe through with best ideas to flow and a on the job trainer for it’s subordinates certain freedom given to the employees for being innovative and take risks but aligned with company’s policy have a team oriented approach at global level put a real emphasis on people retention and development give clear direction and clear communication within the company for common objectives stop evaluating individually , and change the was to a
The major dilemma at hand is avoiding a takeover. The economy was bad at the time, and the company's stock price was thought to be undervalued, as their low P/E ratio of 13.3 indicated. Management needs to find out why their stock price is so undervalued.
Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what
In the area of weaknesses, the biggest challenge was employee turnover. Even with the recession and the current job market good talent could and can be found, but it is hard to retain with the current compensation and benefit plans offered
What is Nick Gibbons’s vision in this case study? How is it similar to or different from the vision of the owners of the paper? Discuss the unique challenges a leader faces when required to implement a vision of his or her superiors.
Lack of overall direction with multiple CEO’s- Over time the CEO of tech depot didn’t know what to do. From so many changes to the company it causes the employees to get out for hand and we threating to quit. Francoli was going to change that introducing the OME to the different part of the company to see how it will do in the different departments and what they can change about it to make it more effective to tech depot.
Explain how a manager 's role contributes to the achievement of an organisation’s vision, mission and objectives
Managers need to be able to plan ahead and to set objectives and co-ordinate the work force, delegate
CEO did not have an easy initiation as he tried to deal with the resulting economic downturn, the
Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses
Assess the need for a change in Best Buy 's strategy when Brand Anderson became CEO.
1) What are the challenges that Ivan Guillen faces in his role as marketing manager of the RBG business?
The organizational chart of Morgan Stanley is quiet simple and straight forward. The person with the most authority is the CEO. The President is under the CEO and the Vice President is under the President. Next are the Financial advisors and their secretaries. Most
In this case, we have really two different points of view: in one side, there is Philip Anderson, the Phoenix branch manager of Stuart & Co., who manages a team with his ways, his idea, his experience but the results do not reach the targets fixed by the firm. In the other side, there is the direction of Stuart & Co., which has opposite ideas to Philip Anderson.
From the table we can interpret the perception of the managers. Here store managers seem interesting in most of the portfolio. Store manager given equal ranking for HR function and conceptual part where as HR manager given high priority for staffing only and performance management only. The strategy of the organisation is directed towards change management but HR manager is more concentrate in the staffing and performance only. So as per my view the store manager is more aware in the change process. The turn over is high in organisation but both the manger are not giving it high importance because they rank compensation and safety in low. Store manger seems interested in giving training but HR manger not giving high importance. So in this table what we can say that the coordination is weak and the focus is different. Event though the focus
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager's face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.