Abstract
The complexity of the production process and the importance of nonmarket or intangible inputs and outputs pose special problems in the allocation of wildlands resources. By restricting the production possibilities to a finite number of management alternatives, the land manager can use activity analysis to develop operational plans. The systematic use of constraints within the frame-work of activity analysis can bring a measure of analysis to the allocation of nonmarket resources. Ultimately, the manager must rely upon his intuition in selecting a particular plan-whether he selects one of the “efficient” bundles of outputs maximizing net revenues, or he assigns “values” to outputs and maximizes the social value of his activities. In either case, by formalizing the planning process, the manager can assess policy alternatives systematically and can widen his grasp of the potential of his resources.
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