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This paper examines the garbage can model in organizational theory, defines it and describes examples in which this decision-making theory is used. Bibliography lists 5 sources.
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20 pages (~225 words per page)
File: D0_MTgarcan.rtf
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about organizational theory and company structures. One strongly analyzed theory has involved the process of decision making. In most corporations and organizations, decision-making follows a logical course. In other words,
if event A happens, then event B would be the response. These logical decisions are, for the most part, made because of pre-conceived notions. For example, if a secretary knows
that her boss hates letters with correction fluid on them, she will automatically ensure that few of those letters require any kind of whiting-out. She knows what the reaction will
be. Lets say, however, that one day the boss attitude changes. He is suddenly tired of the time it takes for the
secretary to type a flawless letter. In addition, he has learned that having correction fluid on a letter isnt the problem he thought it was. As the issue is more
one of time than aesthetics, the boss talks to the secretary about his turnabout in feeling. If the secretary is one who
relies on the standard decision-making model, she will possibly feel put out by the prospect of having to re-engineer her whole train of thoughts and ideas because her boss has
changed his mind about something. However, in a model known as the "garbage can theory" or "garbage can model," the secretary is already prepared. She has assumed, already, that the
boss is in the habit of changing his mind, and is prepared, pretty much any day, for the boss to tell her that he doesnt care about the correction fluid
any more. On the surface, such a boss could drive an assistant crazy, with the constant changes in procedures. By the same
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