"Bradford Chemicals manufactures high-quality plastics and resins for use in a variety of products, from lawn orna-ments and patio furniture to automobiles. The Bradford plant located near Beatty, a town of about 45,000 in a South-eastern state, employs about 3,000 workers. It plays an important role in the local economy and, indeed, that of the entire state, which offers few well-paying factory jobs.In early 2004, Sam Henderson, plant manager of the Beatty facility, notified Governor Tom Winchell that Brad-ford was ready to announce plans for a major addition to the factorya state-of-the-art color lab and paint shop that would enable better and faster matching of colors to customer requirements. The new shop would keep Brad-ford competitive in the fast-paced global market for plas-tics, as well as bring the Beatty plant into full compliance with updated U.S. Environmental Protection Agency (EPA) regulations.Plans for the new facility were largely complete. The biggest remaining task was identifying the specific loca-tion. The new color lab and paint shop would cover approximately 25 acres, requiring Bradford to purchase some additional land adjacent to its 75-acre factory cam-pus. Henderson was somewhat concerned with top man-agement's preferred site because it fell outside the current industrial zoning boundary, and, moreover, would neces-sitate destruction of several 400- to 500-year-old beech trees. The owner of the property, a nonprofit agency, was ready to sell, whereas property located on the other side of the campus might be more difficult to obtain in a timely manner. Bradford was on a tight schedule to get the proj-ect completed. If the new facility wasn't up and running in a timely manner, there was a chance the EPA could force Bradford to stop using its old processin effect, shutting down the factory.The governor was thrilled with Bradford's decision to build the new shop in Beatty and he urged Hender-son to immediately begin working closely with local and state officials to circumvent any potential problems. It was essential, he stressed, that the project not be bogged down or thwarted by conflict among different interest groups, as it was too important to the economic development of the region. Governor Winchell assigned Beth Friedlander, director of the Governor's Office of Economic Devel-opment, to work closely with Henderson on the project. However, Winchell was not willing to offer his commit-ment to help push through the rezoning, as he had been an enthusiastic public supporter of environmental causes.Following his conversation with Governor Winchell, Henderson sat down to identify the various people and organizations that would have an interest in the new color lab project and that would need to collaborate in order for it to proceed in a smooth and timely manner. They are as follows:Bradford ChemicalsMark Thomas, vice president of North American Op-erations. Thomas would be flying in from Bradford's Michigan headquarters to oversee land purchase and negotiations regarding the expansion.Sam Henderson, Beatty plant manager, who has spent his entire career at the Beatty facility, beginning on the factory floor fresh out of high school.Wayne Talbert, local union president. The union is strongly in favor of the new shop being located in Beatty because of the potential for more and higher- wage jobs"

"State GovernmentGovernor Tom Winchell, who can exert pressure on lo-cal officials to support the project.Beth Friedlander, director of the Governor's Office of Economic Development.Manu Gottlieb, director of the State Department of Environmental Quality.City GovernmentMayor Barbara Ott, a political newcomer who has been in office for less than a year and who campaigned on environmental issues.Major J. Washington, the Chamber of Commerce chair of local economic development.PublicMay Pinelas, chairman of Historic Beatty who argues vociferously that the future of the region lies in historic and natural preservation and tourism.Tommy Tompkins, president of the Save Our Future Foundation, a coalition of private individuals and repre-sentatives from the local university who have long been involved in public environmental issues and have success-fully thwarted at least one previous expansion project.Henderson is feeling torn about how to proceed. He thinks to himself, "To move forward, how will I build a coalition among these diverse organizations and groups?" He understands the need for Bradford to move quickly, but he wants Bradford to have a good relationship with the people and organizations that will surely oppose destruction of more of Beat-ty's natural beauty. Henderson has always liked find-ing a win-win compromise, but there are so many groups with an interest in this project that he's not sure where to start. Maybe he should begin by work-ing closely with Beth Friedlander from the governor's officethere's no doubt this is an extremely import-ant project for the state's economic development. On the other hand, it's the local people who are going to be most affected and most involved in the final deci-sions. Bradford's vice president has suggested a press conference to announce the new shop at the end of the week, but Henderson is worried about putting the news out cold. Perhaps he should call a meeting of interested parties now and let everyone get their feelings out into the open? He knows it could get emotional, but he wonders if things won't get much uglier later on if he doesn't."

Questions:

1. "Do you think it is necessary for Henderson to meet with and try to build support from such a diverse group of people before moving ahead with the color lab and paint shop? Why?

2.How does the institutional view in the chapter help explain the events in this case? Discuss.

3.Which of normative or coercive forces among stake-holders do you think are more likely to affect the deci-sion to build the color lab and paint shop? Why?"

Answer rating: 100% (QA)

1 Absolutely It is necessary for Henderson to meet with and build support from a diverse group of pe... View the full answer