如何有效开展合理化建议活动——基于中国文化背景的分析  

How to Carry Out the Rationalization Proposal Activity Effectively:Based on Chinese Cultural Context

作　　者：王圆圆[1,2] 

机构地区：[1]湖北大学商学院,湖北武汉430062 [2]武汉理工大学管理学院,湖北武汉430070

出　　处：《当代经济管理》2011年第8期74-77,共4页Contemporary Economic Management

基　　金：国家自然科学基金项目<基于产业变迁的企业战略演化的动力机制研究>(70572062);湖北省教育厅人文社会科学研究项目<湖北企业实施开放式创新的理论与实践研究>(2011jytq018);湖北省软科学研究项目<湖北高新技术企业治理机制创新研究>(2010DEA014-3)

摘　　要：员工不提建议的消极影响远远大于积极影响。合理化建议的重点不在"建议",而在"合理化"。建议提了白提、不敢提建议、不愿提建议和不能提建议,是中国文化背景下员工参与合理化建议活动积极性不高的四条主要原因。中国企业有效开展合理化建议活动的主要措施有:管理层大力支持员工提建议;营造良好的沟通与言论氛围;建立完善的合理化建议规章制度;开好会议。The negative effect of no staff＇s suggestion is big. The emphasis in the rationalization proposal is on ＂rationalization＂ rather than ＂suggestion＂ . The suggestion proposed with no effect, not daring to make the suggestion, not being willing to make the suggestion and being able not to make the suggestion, are the four main reasons why staff＇s activity enthusiasm is not high under Chinese cultural context. The key measures for Chinese enterprises effectively promoting rationalization proposal activity include： the management supporting the staff to make suggestion vigorously; building the good communication atmosphere; establishing perfect rationalization proposal rules and regulations; holding the conference effectively.

关 键 词：合理化建议 有效开展 科学内涵 

分 类 号：F264.1[经济管理—国民经济]