Management Environment and Process

Management Environment and Process

Management Environment and Process Chapter 2 Management Environment and Process The challenge of management extends well beyond just the fish. The Management Environment Sociocultural Economic Management Process

Ecological Figure 2.1 Political The Management Environment Ecological - biotic, abiotic factors Economic - monetary values (cost/benefit) Political - laws, policies, personal bias

Sociocultural - traditions, values Ecological solution may be the most favored, but may not be the most important. The Fisheries Management Process Figure 2.3 Goal Objective Problem Identification Information Actions

Evaluation The Management Process A 5-step process 1) Choice of goals (public involvement) 2) Selection of objectives

Targets (measurable), with deadlines 3) Identification of problems (success prevention) 4) Implementation of actions (solving problems) 5) Evaluation of actions (improvement!) Use of process aids defensibility of management program Sound rationale for doing something, especially if public is involved throughout. Measurable Objectives for Fisheries Box 2.2

Catch per unit effort (CPE) Number of fish caught Number of angler hours Number of angler trips Proportion of anglers catching limits Measures of angler satisfaction Value of landed commercial catch Conflict Resolution

Conflict in fisheries management is inevitable. All changes will produce conflicts: Among resource users Between managers and resource users Within management agency Goals of Fishery Manager Regarding Conflict 1) manage to prevent conflicts

sound communication with stakeholders involving stakeholders appropriately in programs 2) when conflicts occur, negotiate to positive end Conflict Negotiation: Good Procedures 1) should produce wise agreements

2) should be efficient durable meets interests of all parties reached in timely fashion 3) should improve (or not damage) relations among parties

need for future relations Good Negotiating Principled Negotiation 1) examines interests of all parties 2) develops options/alternatives 3) chooses best solution to meet interests Good Negotiating:

Additional Characteristics Separate people from problem Focus on interests, not positions Generate variety of options before deciding what to do Non-judgmental Insist that solutions be based on objective criteria

Advance agreement on criteria, standards, procedures one cuts and the other chooses Bad Negotiating: Positional Bargaining 1) sides state positions 2) argue for positions

3) make concessions to reach compromise Bad Negotiating Stated positions often extreme Selfish attitude toward proposed solutions Allow room for making concessions

Little attention to other partys interests Attack on positions interpreted as personal attack Bad Negotiating Strategy - take extreme position, drag out negotiations, wear down opponent Agreements produced this way generally are:

not wise or durable too time-consuming damaging to party relations

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