This is certainly one w, a re a mes also grievances and deray °% And reports, ang e ees to reach the upper levels of yy" Werranked en ne athe system really effective? Maybe it hac t8°™ENt. But is gee them tional structure has become irrele;o® Yale ifthe oganina Ces,» release some steam. Also, this type ofan which case it wi Was 4 change of management, to inform aes can be useful ce thei, employee opinions. To continue TAL ead executive about Were gystem, however, makes no sense. A direct eum eine Such a f the not make good use of an organization's funn system does ay ig something wrong with a system in which enon here is appeal directly to upper management to be heard fee eet the problems exist in the company, irrespective of the penn St as tem it may have; it is absurd to think that such poe i § the solved through a direct petition system a ee. If the Peesement in fact used such a system, what would Eo be the results? Top management would receive hundreds, per- that haps thousands, of requests, grievances, and suggestions from Be the employees. To handle the onslaught, top managers would use only ideas that are “convenient” for their purposes. The sys tem was designed to get around the self-interest of those in the middle, but it is, after all, a system from the feudal age. If top managers hear what employees have to say but act on only those ideas convenient for them to use, then they are only pre- tending to be democratic. In the end, such a system is counter- productive, eroding organizational structures rather than invigorating them A more vitalized organization can be allowed to identify and solve their own System in which proposals are evaluated far omy not make for a resilient organizational structure. The feudal era was abolished more t ha gt belong it the | The elements of an imperial system © 4 janies: izational structures of mode comp: achieved if people are problems. A propostl their sourceWALKING SUGGESTION BOXES: OMPI BEYOND THE GENERAL SUGGESTION C! at gave rise to suggestion The same principle th estoy sstion competitions. Compa Iain Ep cor ‘ather ideas for new lines of business, and so on. These pein can be elaborate affairs, advertised throughout company to elicit as many suggestions from as many empl ces as possible es It is popular today to hold contests in which “amat contribute their ideas and other things, and sometimes interest ing ideas are indeed discovered in this way. This type of contes provides relief from the daily work routine; it allows employees to express their creative ideas, builds a sense of belonging to the company, and can be a lot of fun. But expecting such contests to have a significant impact on the future of the company or to solve burning issues is a sign of serious trouble in the company DISCUSSION QUESTIONS What is meant by the term “walking suggestion box"? How does it differ from the Suggestion box system?jes to : Ee From Company-orienteg >. Suggestions to Job-orienteq E Proposals ste est he to te “ THE PITFALLS OF MAKING PROPOSALS FOR E OTHERS TO IMPLEMENT One obstacle to the development of proposal activity is the Notion that improvement proposals should relate to the com- pany in general or to other departments. Some companies even have special regulations clearly stating that ideas relating to an employee's own job will not be acknowledged as proposals, Seemingly making it impossible for employees to try to improve their jobs, Although many companies follow this lin approach ifthe Bim is Et active proposal movement. Nee Percent of such companies suffer setbacks in thei a ity because of this “company-oriented a ae poe Tesults are not very good. Unless this ct sone nari system will not work, no matter a ts, inspirational speakers, and the li} e, it is the wrong e companies that used this rs their policy to emphasize making P 57