Memo for S-S Technologies a) S-S Technologies’ organizational purpose is for manageable growth, focusing on products within the company’s scope and skills.

b) Using the framework in CoCo’s guidance on control to evaluate S-S, in my view, the control system of S-S is not efficient in some area.
Firstly, from the aspect of purpose, s-s has its objectives, but as we can know from the consultants’ interviews, few employees were aware of SST’s goals and strategies. SST also don’t have specific policies to support the achievement of its objectives, for instance, there was no policy regarding bonus or merit pay. Secondly, from the aspect of commitment, SST has high commitment and employees loved the work environment. However, as we can know from the consultants’ interviews, the responsibilities are not clear among the managers or workers. Some employee felt cheated because SST could not afford to pay bonus. Thirdly, the employees in SST do have necessary knowledge and skills and knew whom to contact for technical information. However, in terms of performance appraisal, it was not done at regular intervals, people also don’t know whom to contact about benefits and salary ranges. The decisions and actions of different parts of the SST are not coordinated. What’s more, it doesn’t have efficient monitoring processes. SST can’t reassess its related information systems as condition change.

c) Example of market: in early 1990, the North American economy was in a recession, most companies turn to downsizing and reduction production costs. SST’s products Group benefited from this trend because PICS and Direct-Link cards offered ways of reducing the cost of automating. The market for PG grew despite the recession and benefited ISG.
Example of bureaucratic: SST doesn’t have bureaucratic. Employees are happy to work because the lack of policies, the quick response