Garbage can model

Topics: Decision making, Decision theory, Decision making software Pages: 5 (1240 words) Published: December 12, 2013
Garbage can model
Past questions
1, what is it about organizations that have meant that we have ended up with a garbage can theory of decision making? 2, under what organizational conditions would the garbage can theory of decision making apply?

Watson, 2006

Within the micropolitics, numerous goals and purposes
The outcomes of every political engagement will strengthen the strategic position of the organization and compromise the organization’s long-term survival. The official structure and culture of the org (the formal blue print or ‘organizational design’, calculations and actions of organizational actors) contributes to the negotiated order of the organization. According to the control system and a narrowing career ladder, we see a pattern of order in which things seem ‘very organised’ and ‘disorganised’ – anarchic even. Organized anarchy was used to capture the quality of organizational life The term usefully brings out the rather paradoxical quality of all organizational processes: their tendency, at the same time, to be both very organized and ‘very disorganized’. The garbage can model of organizational choice developed by these same researchers can usefully help us see how this ‘disorganized-organization’ quality of organized life manifests itself in decision making situations in organizations generally. Definition: garbage can model of organizational choice

Organizational decisions are influenced by the various problems that exist at the time of the decision; the various available solutions which might be attached to these problems; the people who are around at the time; the amout of time these people have available. GC help us understand further the way that the general negotiated order of an organization comes about by focusing on the specific processes that occur in particular decision-making or organizational choice events. GC make us aware that there are plenty of other factors ‘at play’ when managers meet to make decisions because of the variety of different goals and interests. A complex mixture in the big vessel of the decision-making event that leads to the use of the metaphor of the garbage can (big suitcase, loaded shopping trolley model). Decision-making in organisations

Decision-making is a rational organisational process - but only in part. To understand how it happens in practice we must take into account: 1.(a) the boundedness of human rationality and (b) the pervasiveness of ambiguity & uncertainty which we considered last week 2.managerial politics and the pursuit of self & sectional interests 3.how these two things – ambiguity etc, on the one hand, and the pursuit of interests on the other hand – interrelate Identification of a problem- discuss all the relevant information – the emerge of the solution – one best

How complex the mix of factor is in typical decision making. 1, more than one problem ‘floating around’
Meeting to tackle a specific problem, but people will tend to bring along further problems. 2, solutions are rarely ‘created’ in the decision-making process. Bring various already existing solutions to a problem, but sometimes there are solutions not the focal ones/ might attached to the problem the meeting is tackling. Eg. Solution for heating system in a building- -demolish the building. 3, the people who turn up to contribute to the decision making process, and those who fail to turn up, will affect outcomes. Eg. The person with knowledge og heating engineering fail to turn up. 4, The amount of time the people who are involved have available – or, indeed, the extent to which they are willing to concentrate on what is going on – will make a difference to the decision that is reached.( engineer has just arrived back from holiday, is sick and jet-lagged and has to leave early….)

Our awareness of the importance of micropolitical processes encourages us to Pay close attention to the ‘variables’ who is present and what amount of time or...


Links: Other information (in my essay ^^)
Moreover, garbage can model was developed to explain the decision making in high ambiguous settings called organized anarchy (Cohen, March and Olsen, 1972)
Organized anarchy, which is characterized by rapid change and a collegial, nonbureaucratic, is an extremely organic organization (Daft, 2007).
Choice opportunities (occasions when an organization makes a decision) (Eisenhardt and Zbaracki, 1992).
Organized anarchies / garbage can model properties
Ref:a garbage can model of organizational (Cohen, March and Olsen, 1972)
It pay more attention to the importance of chance, and it gets decided depends on timing and luck strongly. It lacks the clear beginning and ending of rational models (Daft, 2007).
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