S.S. Technologies Inc: Building Effective Organization
Problem:
There are some problems need to be improved after SST was owned by Rick Brock. First, SST has not a strong organizational culture of it own, because few workers are able to identify the company’s goals and strategies. Second, the present structure of SST has not to structure a clear position responsibility between Ojala and Suttie. Which structure caused large PLC vendors not investing in the learning curve themselves but just came to SST to solve their problems. Moreover, a personnel constraints issue in PG and lack a formal audit of customer satisfaction. Third, SST has not a complete reward system, which led to staffs’ dissatisfaction. The present compensation is hard to practice partners’ bonuses to improve talent employees’ loyalty. Fourth, SST lacks a good performance appraisal, even that no one can be found to answer question about benefits ranges for various jobs.
Recommendations:
1. Although SST could maintain it existing organizational culture, because that led to a high motivation and flexible workplace. SST need to strengthen it culture, to ensure all employees have a clear vision about is, could understand it and “fit” in with it.
2. As a high-technology company, the flat organization structure is beneficial for company, but cannot too flatter, too few middle management layer is against quick decision-making. SST also needs to consider its external environment for design the best structure (dynamic, complex, diverse and hostile environments).
3. SST needs to build a complete reward system; they should pay bonuses based on workers performance and could make a plan for the partners’ bonuses. In order to make sure the reward system is fair, a job performance evaluation system is necessary.
Factors:
1. Employee morale: an inappropriate structure be chose and reward system be built by the company, would result in low employee morale, which is not conductive to the development of SST.
2. Risk: there would have some risks when SST
There are some problems need to be improved after SST was owned by Rick Brock. First, SST has not a strong organizational culture of it own, because few workers are able to identify the company’s goals and strategies. Second, the present structure of SST has not to structure a clear position responsibility between Ojala and Suttie. Which structure caused large PLC vendors not investing in the learning curve themselves but just came to SST to solve their problems. Moreover, a personnel constraints issue in PG and lack a formal audit of customer satisfaction. Third, SST has not a complete reward system, which led to staffs’ dissatisfaction. The present compensation is hard to practice partners’ bonuses to improve talent employees’ loyalty. Fourth, SST lacks a good performance appraisal, even that no one can be found to answer question about benefits ranges for various jobs.
Recommendations:
1. Although SST could maintain it existing organizational culture, because that led to a high motivation and flexible workplace. SST need to strengthen it culture, to ensure all employees have a clear vision about is, could understand it and “fit” in with it.
2. As a high-technology company, the flat organization structure is beneficial for company, but cannot too flatter, too few middle management layer is against quick decision-making. SST also needs to consider its external environment for design the best structure (dynamic, complex, diverse and hostile environments).
3. SST needs to build a complete reward system; they should pay bonuses based on workers performance and could make a plan for the partners’ bonuses. In order to make sure the reward system is fair, a job performance evaluation system is necessary.
Factors:
1. Employee morale: an inappropriate structure be chose and reward system be built by the company, would result in low employee morale, which is not conductive to the development of SST.
2. Risk: there would have some risks when SST