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Question 1Morgan Stanley underinvested in information engineering science because engineering bed low on its list of investing priorities . As a conclusion many of the occupations that the phoner was facing could be traced screen door to outmoded technology . For example , employees in the sell brokerage house firm section had to come to work on weekends to handle printouts as the old workstations could not handle the intensity level during stead hours . The nodes were as well complaining about the outdated website which make it difficult to site the required information . withal the forethought refused to sanction excess spending in upgrading technology because it failed to see the relevance of technology in improving monetary attend to . This misconception may take in been the solving of a degenerate of knowledge about what the customers authentically valued in basis of the delivery format of financial serve . As mentioned in the case , the management of the company had the mistaken impression that it was entirely the clients with small enthronisation packages who valued upgraded online services . Yet as it turned out , the hand clients in terms of the volume of their investment portfolios withal extremityed online servicesThe underinvestment in information technology is the deal result of lack of knowledge about the matchedness that the good application of technology can create . For example , at the same succession that the management at Morgan Stanley was downgrading technology in its list of investment priorities , its competitor Merrill Lynch was spending a billions dollars in smart information systems . This illustrates the important role that technology plays in improving delivery of financial services . However the management at Morgan Stanley was not in a redact at the m to give much thought to the! competitive possibilities of technological edification because it was embroiled in a leading crisis characterized by broad(prenominal) employee perturbation .

The objective of profit maximization by dint of cost-cutting also led to the underinvestmentQuestion 2The uniting with Dean Witter was disruptive because of the contact of devil different organizational cultures . As a result , employees in the sell brokerage section began to feel dissatisfy with the workings environment . As mentioned in the case , they were not welcomed into the Morgan Stanley organizational culture as new employees but were int eract as employees who worked outside the system . This resulted in high employee turnover . An additional factor which analysts declared as the main problem at Morgan Stanley was the underinvestment in technology Particularly in retail brokerage this turned out to be a secure hitch to the employees ability to perform because in customizing financial services to the investment portfolios of different customers brokers needed to access information on the customer s transaction history quickly . Yet because the technology purchasable was not up to the task , brokers could not service their customers in effect and efficiently . As a result , the employees in retail brokerage began to leave the company victorious some of the roughly profitable customers with themAs mentioned in the case , the merger created a match in terms of the digital , heathenish and philosophical aspects of the...If you want to get a full essay, outrank it on our website: OrderCustomPaper.com

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