Australia and the Middle East: A Front-Line Relationship

2013 ◽  
Vol 67 (3) ◽  
pp. 376-378
Author(s):  
James Anderson
1971 ◽  
Vol 6 (2) ◽  
pp. 165-187
Author(s):  
Julius Stone

The Security Council Resolution of November 22, 1967 (“the November Resolution”) will obviously be a main focus of international attention in the diplomacy following the renewed Israel-Egypt Cease-Fire of August 8, 1970. And the writer has published a study of it in “The ‘November Resolution’ and Middle East Peace: Pitfall or Guidepost”? The present study, parallel to that one, is a stocktaking for the three years or so between the Cease-Fires of 1967 and 1970, of the conduct of Israel and the Arab States, as this bears upon their obligations under international law. The detailed aspects of conduct involved will be clear enough from the headings. All of them obviously pertain either to conduct affecting the regime of cease-fire, or to conduct affecting the regime of Israel's administration of the Gaza Strip, the West Bank, Sinai and the Golan Heights.Egypt and Syria, with massive Soviet support, have more than restored their armaments virtually to pre-June 1967 levels. According to Washington Post figures of May 23, 1970, Egypt's front-line aircraft then numbered 600 (including 320 Mig 21's and Sukhai 7's) as compared with 450 immediately before, and only 100 immediately after, the Six Day War. To these, after the disclosure of actual Soviet air patrols in Egypt, it is clear that by July 1970 a further 100 Mig 21's with accompanying Soviet pilots have to be added; and the arrival of another 50 Soviet-piloted aircraft was reported to be then impending. Syria was reported by Aviation Week and Space Technology (at about the same date) to have 230 planes (including 100 Mig 21's and Sukhai 7's). That magazine estimated that the Arab States involved marshalled a total of 1230 fighter bombers (including the 100 Soviet-manned planes), and that this represented a four to one superiority over Israel's 330 aircraft which included 60 Mirage 3J's, 42 Phantoms, and 48 Skyhawks. (The London Institute of Strategic Studies estimated Israel's holdings in May as only 325, including 50 Phantoms).


2016 ◽  
Vol 23 (4) ◽  
pp. 843-854 ◽  
Author(s):  
Janice Goldstraw-White ◽  
Martin Gill

Purpose The aim of this paper is to see how senior managers in Middle East, an area frequently associated with high levels of bribery and corruption, tackle these in their organisations. Design/methodology/approach A qualitative approach was employed, using interviews with 66 employees responsible for bribery and corruption management in their organisations. The research instrument used included both open and closed questions which allowed participants to expand on their answers. Qualitative data and some descriptive statistics are used to analyse and summarise interview findings. Findings Over the past few decades, governments have tried to control bribery and corruption via legislation. However, this is a contested area and many argue that legislation is an inappropriate mechanism. This paper assesses the implications in one geographical area, the Middle East. As well as exploring current approaches for tackling corruption, it discusses how culture and tradition affect organisational practices. We show that whereas the majority of organisations have been committed to stamping out bribery and corruption, some have been willing to tolerate such illegal behaviours. Originality/value This paper informs academics, policy-makers and those responsible for managing bribery and corruption about the challenges faced by those in the Middle East.


2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.


ASHA Leader ◽  
2017 ◽  
Vol 22 (5) ◽  
Author(s):  
Kevin D. St. Clergy
Keyword(s):  

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