ABSTRACT. The water resources manager, concerned with providing for citizen needs for water in all its varied aspects, is obliged to consider the public interest in his decision making. But the public interest, although inferring the superiority of public over purely private interests, is more of a concept of political ethics than an operational objective. Recent attacks on water resources developments place in question just how responsive the water resources manager has been to the public at large during the planning process. The recent broadening of planning objectives beyond economic efficiency to include greater attention to social goals is an encouraging development. Efforts should be expanded toward greater citizen participation and more attention should be given to sampling surveys to determine citizen attitudes on water resources proposals. In the last analysis, the decision‐making process must combine the expertise of the water resources manager and the participation of the people through the political process.
The National Environmental Policy Act of 1969, has been called a revolutionary piece of legislation. It has changed, and is still changing the traditional ways of governmental decision‐making. NEPA has strongly influenced the field of water resources management. An environmental statement can now be seen not as a document to support or justify a plan, but an objective assessment of what environmental costs and benefits are involved. New York State has seized upon NEPA as an important feature of its environmental quality management programs and has used the opportunity to comment upon draft environmental statements under NEPA to increase its influences upon Federal decision‐making. The Department of Environmental Conservation coordinates and synthesizes all comments and provides one unified State response on a statement. At the State level, lacking a comprehensive “little NEPA”, an extensive environmental analysis program has been built by utilizing a wide spectrum of Federal and State Laws and administrative regulations.
This case presents an overview of the confectionary industry, a description of the Hershey Foods Corporation, and a look at the company's strategies and the impact of these strategies. The case focuses on the unintended consequences that result from the implementation of dramatic new strategies for a company and what occurs in a company town that displays a very strong paternalistic culture. Some analysts had previously thought that Hershey's profitability and its close relationship with the town, the trust and the school made the company untouchable, but events proved otherwise.After reading this case, the reader will feel compelled to answer the following questions. What is the best strategy for future growth of Hershey? How important is organizational culture on a corporation's strategic direction? Should the company indeed be sold to a larger corporation?
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