@article{ padgett_managing_1980,
  title = {Managing {Garbage} {Can} {Hierarchies}},
  volume = {25},
  abstract = {The garbage can model of organization choice presented by Michael D. Cohen et al (see SA 21:2/73G1634) was developed to analyze organizations suffering unclarity as to goals, means, or responsibility for decision making. This theory is operationalized into a stochastic process model for the case of a traditional Weberian bureaucracy, with two purposes: to show how ambiguity may impinge on decision making within a structural setting more familiar to classical organization theory, \& to derive the managerial implications of garbage can theory. Garbage can flows of issues are explicitly embedded within a differentiated chain of command hierarchy, \& are affected by centralization \& personnel policies, subunit conflict, information processing routines, \& standard operating procedures. The presidential control implications of the model amount to unobtrusive management in the extreme. Structural design is emphasized more than tactical machinations. 2 Figures, Appendix. Modified HA (Copyright 1982, Sociological Abstracts, Inc., all rights reserved.)},
  number = {4 (Dec)},
  journal = {Administrative Science Quarterly; 1980, 25, 4, Dec, 583 604.},
  author = {Padgett, John F.},
  year = {1980},
  pages = {583--604}
}

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