Introduction
The decision making activity in modern organizations is becoming more complex. Managers are faced with difficult challenges as they attempt to understand, and navigate through the selection of the best alternatives.
However, choices have to be made and therefore, managers have to understand the decision-making content, and the context in which the decisions are made. This essay compares and contrasts the Political and Garbage can models, as well as providing examples in each case.
Political model and Garbage can model of decision making
The Political model depicts the organization as a political arena where decision making is a contestable process. It assumes that goals and objectives are the major determinants of the process (Daft, 2010). This model is based on objectives because participants in the decision-making process are driven by their conflicting objectives and goals.
Furthermore, participants are inter-dependent and uncertain about the connection between their actions and the result of the process in which they are involved (Daft, 2010).
They use bargaining tactics, coalition techniques, and incremental strategies to decide issues that they perceive to be significant to them, and their personal preferences. In this model, negotiations and compromises are common during the decision making process so as to arrive at a resolution (Daft, 2010).
The Garbage can model provides a pathological picture of how the decision making process is done within a complex organization. It assumes that goals within the organization are well-defined, and emerge at any point in time, before or during the decision-making process (Lomi & Harrison, 2012).
First, this model explains that there are numerous variables that affect the selection. Unlike the Political model in which to a certain extent the structure of the firm defines a particular role. The Garbage can model assumes that organizational structures are either partial or unstructured hence having an impact on the participants in the process.
Secondly, the amounts of resources within the organization determine the extent of the decision making opportunities (Lomi & Harrison, 2012). Managers should provide enough decision making opportunities when an organization has enough resources, this will satisfy everyone participating in the process (Lomi & Harrison, 2012). This is in contrast with the Political model where individuals negotiate and bargain for their objectives.
Unlike the Political model, participants in the Garbage can model are independent and are unlikely to be stable. They may change, adjust, or react independently during the process (Lomi & Harrison, 2012).
Furthermore, information gathered by the participants may not be used because decision-making processes may have to deal with issues perceived to be significant because they attract a large number of decisions from the actors (Lomi & Harrison, 2012). This is in comparison to the Political model in which every participant has objectives and goals to push through.
The application of the above models can help organization managers determine policy issues, focus on them, and find favourable solutions. After companies determine that a problem requires a change in policy, the Political model can be used by managers to consider alternatives that are similar to the existing policy. This will enable them to make minimal changes to respond to the problem instead of working on a comprehensive plan.
Organizations that consider making appropriate policy decisions to administer certain objectives on behalf of clients should contemplate using the Garbage can policy. These organizations should include schools, municipal governments, and public organizations.
This is because the decisions made deal with social, economic, and political issues where critical matters have to be addressed using available resources. For instance, the state or federal government can use this model to deal with unauthorized immigrants in the United States.
Conclusion
The Political and Garbage can models can be used to guide decision making in complex organizational environments. The choices are driven by the perceptions of the participants and the issues to be addressed. By incorporating these models, it will enable managers to successfully manage the decision making processes.
List of References
Daft, R L 2010, Management. South-Western Cengage Learning, Mason, Ohio.
Lomi, A & Harrison, J R 2012, The garbage can model of organizational choice: Looking forward at forty. Emerald Group Publishing Limited, Bingley.