There is no evidence that morale is improved.

(c) There is no evidence that morale is improved.
(d) Turning down suggestions can lower morale.
(e) The result of these schemes is a. bypassing of .
supervisory levels and can create suspicion both
among managers and union officials.
(t) Staff personnel excluded from the scheme may pa~s their. suggestions up through eligible workers instead of their superior.
This latter point is illustrated by the following quote from one of the managers I interviewed: 'There is no encouragement from top management for suggestions so I pass my ideas on to other interested people-like youwork study people, etc. They get them implemented because they can get to the right ears and then they get the credit, not me.'
Many supervisors see the 'open-door' policy as an attempt to bypass their levels of supervision presumably because top management believe that communication blocks are occurring among the bypassed managers-an attitude not likely to improve their morale. Another possible problem with an 'open-door' policy is that the manager's office, even witp. its door open or in open plan, is still his territory. That popular zoologist Desmond Morris, author of The Naked Ape, would suggest that for the subordinate to leave his own territory and come to. the boss's 'lair' is often itself a sign of submission and perhaps not the best start to establishing 'free open communication '-so often the stated aim of these types of policies. As another manager from the study explained
it: 'I try to have an open-door policy. It takes a lot of time but it's the only way of keeping trouble down. Mind