The study of challenges of establishing and implementing suggestion systems in public organizations of Iran case study: Public organizations of qom province(1)
Abstract
Participative management tries to help organizations to meet their goals and satisfy stakeholders to reach their purposes, and one of its subsystems is suggestion system which is a form of employee – to – management communication that benefit employees as well as employers.
In Iran and in relation to establishing participative management, the management and planning organization asked public organizations to establish and implement suggestion systems so that employee suggestions can help increase efficiency, eliminate waste, improve safety and improve quality of company's products and services.
But based on the findings of this survey this system has been associated with challenges that can be categorized in three classes:
- inefficient support of senior managers,
- inefficient budget for the system,
- inefficient training in all levels of organizations.
This article is mainly a brief literature review and shows what an effective suggestion system is and the next article is about the findings of field research
(2006). The study of challenges of establishing and implementing suggestion systems in public organizations of Iran case study: Public organizations of qom province(1). Organizational Culture Management, 4(3), -.
MLA
. "The study of challenges of establishing and implementing suggestion systems in public organizations of Iran case study: Public organizations of qom province(1)", Organizational Culture Management, 4, 3, 2006, -.
HARVARD
(2006). 'The study of challenges of establishing and implementing suggestion systems in public organizations of Iran case study: Public organizations of qom province(1)', Organizational Culture Management, 4(3), pp. -.
VANCOUVER
The study of challenges of establishing and implementing suggestion systems in public organizations of Iran case study: Public organizations of qom province(1). Organizational Culture Management, 2006; 4(3): -.