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"The intersection between geography and law is a critical yet often overlooked element of land-use decisions, with a widespread impact on how societies use the land, water, and biodiversity around them. Land Use and Society, Third Edition is a clear and compelling guide to the role of law in shaping patterns of land use and environmental management. Originally published in 1996 and revised in 2004, this third edition has been updated with data from the 2010 U.S. Census and revised with the input of academics and professors to address the changing issues in land use, policy, and law today. Land Use and Society, Third Edition retains the historical approach of the original text while providing a more concise and topical survey of the evolution of urban land use regulation, from Europe in the Middle Ages through the present day United States. Rutherford Platt examines the "nuts and bolts" of land use decision-making in the present day and analyzes key players, including private landowners, local and national governments, and the courts. This third edition is enhanced by a discussion of the current trends and issues in land use, from urban renewal and demographic shifts in cities to the growing influence of local governance in land use management. Land Use and Society, Third Edition is a vital resource for any student seeking to understand the intersection between law, politics, and the natural world. While Platt examines specific rules, doctrines, and practices from an American context, an understanding of the role of law in shaping land use decisions will prove vital for students, policymakers, and land use managers around the world."

"Penelitian inimerupakan penelitian yang mencoba menjelaskan peran suatu bagian dalam sebuah organisasi,dalam mencapai tujuan organisasi. Penelitian ini mengkaji peranan Hubungan Masyarakat (humas) Kementerian Pekerjaan Umum (PU) dengan mengacu pada pelaksanaan Undang-undang no. 25 tahun 2009 tentang pelayanan publik danbagaimana humas kementerian tersebut menerapkan beberapa hal yang diwajibkan dalam undang-undang demi tercapainya suatu konsep good governance.Penelitian ini merupakan penelitian kualitatif, dengan metode studi kasus yang menjadikan HumasKementerian PU sebagai objek penelitian. Pada pengumpulan data, penelitian ini menggunakan wawancara terhadap beberapa pihak yang berwenang dalam pengambilan keputusan strategis pada kinerja humas. Disamping itu peneliti menggunakan teori multi sistem dari Grunig sebagai alat analisis kinerja suatu kelompok atau organisasi.Penelitian ini menemukan bahwa Humas Kementerian PU adalah tipe organisasi Sinkronis (synchronic) yang lebih mengutamakan respon masyarakat dari kebijakan yang sudah ditentukan. Disamping itu Humas Kementerian PU saat ini memiliki perilaku organisasi yang dikategorikan sebagai routine habit yang menjalankan program hanya sebatas rutinitas tanpa melakukan pencarian informasi yang lengkap. Sedangkan dari sisi anggota organisasi sebagian besar anggota Humas Kementerian PU saat ini bertipe routine habit yang bersifat pasif dan lebih bersifat menunggu arahan yang diberikandari atasan dibandingkan melakukan inisiatif tertentu.

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This research conducted to explain how part of organization playing its role to reach out the organization?s aim. It trying to inspect the role of the public relations of Kementerian Pekerjaan Umum (PU) in applying the Act, which is UU no. 25 year 2009 about public services, and how they implemented compulsory Act in order to achieve good governance concept.

This research is a qualitative case study method and the public relations of Kementerian Pekerjaan Umum (PU) is the research object. Data collected by interviewing several official that have authorities in strategic decision-making in the public relations performances. Besides that, researcher using the Grunig?s theory of multi-system as organization?s analysis tools.

This research discover that they are a synchronic type organization, which means they accentuate responses from civilians about the policy that have been made before. At the same time, they have a fashion (so called ?routine-habit?) in running policy without digging any further complete information on how people responses. Meanwhile, this ?routine-habit? is also become a manner among organization?s member, lack of initiative and passively waiting for duty call."