Information Systems for Global Business, Questionnaire Example

Extent of garbage can model accurate description the Decision-making process in organizations.

The garbage can model offer choice opportunities for decision making. They include holding meetings, establishing committees for an open decision forum. These choice opportunities allow three features to emerge. They are decision makers, problems, and solutions. Essentially, organizations are considered garbage cans because they become a forum whereby people dump most of their problems. For example, an employee may have a problem with their spouse.

This problem shows up as poor performance on the job and he/she complains about the boss’s inefficiency creating disturbance in the job environment. A decision will have to be made regarding the employee and the complaint’s concerning the immediate supervisor. From this incident three elements emerge, decision makers, problems, and solutions. A critical variable in the garbage can process lies in timing. The assumption is that there will always be people, problems, choices and solution flowing in and out of the organization.

Description of two effects that this type of decision making can have on organizational performance.

Two main strategies are applied in garbage can decision making process. It is either an oversight meaning ignoring the problem or flight devising strategies to flee from the issue. However, this attitude can open the way for involvement of all employees since they may have an input in decision making process in order to get their story heard. Consequently, the organization can increase in its consumer coverage and ultimately maximize production, because problems could attach themselves to choice situations.

Description of an effective decision-making process from my current or former workplace.

My organization adopted the participatory decision making process whereby management called a staff meeting. At the meeting problems were identified. There after the  staff  was allowed to select a committee to provide solutions to problems identified. The committee then took the solutions back to the staff and management for modification. Solutions were finalized and management gave staff a date for implementing them within the organization. This process was effective since my organization consisted only of 10-15 fulltime employees.

Identification of two effects

Two effects of this participatory decision making process on my organization are, first the dissention among employees regarding problems voiced at the public ceased; secondly production increased because the decisions created a calm.