Arab Convention on Regulating Status of Refugees in the Arab Countries: Adopted by the League of Arab States, 1994

2008 ◽  
Vol 27 (2) ◽  
pp. 87-90
1970 ◽  
pp. 22-27
Author(s):  
Lebanese American University

Out of the twenty-two members of the League of Arab States, only eleven have ratified the Convention on the Elimination of all Forms of Discrimination Against Women


1959 ◽  
Vol 13 (4) ◽  
pp. 653-653 ◽  

According to press reports from Beirut, Lebanon, on August 11 and 18, 1959, representatives of nine Arab states—all the members of the Arab League except Tunisia—were preparing a lengthy reply to the suggestion of Mr. Dag Hammarskjold, Secretary-General of the UN, that the Palestine refugees being sheltered by various Arab countries be economically integrated into these countries. Spokesmen for the Arab states declared at the end of a tenday conference that they would unanimously support the refugees' demand to return to their homes in what had become the state of Israel; this was tantamount to rejection of Mr. Hammarskjold's proposal to spend $1.5–$2 billion within the next five years to create productive jobs for about one million refugees living in Arab lands. Although the Secretary-General had asserted that economic integration would not prejudice any rights of the refugees, the Arabs interpreted the plan to mean that the refugees would be permanently resettled among them. Apparently the only part of Mr. Hammarskjold's report that was acceptable to the Arabs was that calling for the continued existence of the UN Relief and Works Agency (UNRWA), the organization administering the relief program for refugees in Lebanon, Jordan, and the United Arab Republic.


2021 ◽  
Vol 14 (5) ◽  
pp. 87
Author(s):  
Bannaga Taha El-Zubair ◽  
El-Rusheed Habob Mohammed ◽  
Adil Mohammed Dafalla ◽  
Saad Saleh M. Alqarni

The study aims to highlight the importance of considering the implementation of process of re-engineering Reengineering Administrational Processes (RAP) in the Arab countries universities, particularly, colleges of education to attain good educational outputs. It seeks to highlight the requirements for this implementation and explore the problems associated to the implementation it and distinguish themselves from other organizations is. The Process of Re-Engineering (RAP) is defined as a rapid and drastic re-designing of managerial and strategic process of values at colleges of education in the Arab States Universities in order to attain good educational outputs. The managerial process includes planning, organization, control, follow-up, evaluation and decision taking. The significance of the study is that it can considerably help improve administrative processes applied in the domain of strategic planning at colleges of education in Arab States. The main objective of the study was to outline the main demands of colleges of education for using (RAP) and the obstacles that face its application. For that purpose, the descriptive/ analytic method was used. The study relied heavily on the analysis of the available literature, writings, and publications on the topic, for predicting the practicability of applying RAPRAP. The study came up with the following main results: RAP application, if used properly, can raise the level of job satisfaction among staff members of Arab States colleges of education in particular and the Arab States Universities in general. RAP application can affect total amendments on colleges of education administrative systems for better rendered services. The most demanding requirements of RAP are those that directly relate to the organization structure of the particular corporation, and all its activities for more flexibility, speed and accuracy of performance. The basic human requirements for RAP application include effective training for trainers for the sake of radical change in concepts and ideas. The main obstacles that face RAP application include the poor outcome at colleges of education regarding teaching/learning process, in addition to poor strategic information management on the part of colleges of education and universities. RAP is not fully made use of, despite large sums of money having been spent on for that exact purpose.


Author(s):  
Fadi Salem ◽  
Yasar Jarrar

Large-scale electronic government projects had mixed results over the past decade. A considerably large percentage of such projects effectively failed. The over-ambitious promise of e-governance positively transforming public sectors in developing nations didn’t fully materialize. The actual causes of e-government failures are still to be explored in more detail to improve the understanding of the phenomenon by practitioners and scholars alike. This chapter explores the causes of e-government failures within the context of Arab states and discusses prevailing views of such failures in earlier literature. Based on a survey of senior e-government practitioners in nine Arab countries, our findings indicate that the underlying roots of failure in e-government projects in Arab countries (which we classify in nine main categories) are entwined with multifaceted social, cultural, organizational, political, economic and technological factors. We argue that, despite their many similarities, e-government initiatives in the Arab states would be better equipped for avoiding failure when a local ‘fit’ is established between leadership commitment, sustainable cross-government vision, appropriate planning, rational business strategy, suitable regulatory framework, practical awareness campaigns and rigorous capacity building for the public administrators and society at large. Based on our findings, we argue that replicable “best practices” in a complex and developing field of e-government rarely exist. We conclude with a proposal to nurture a culture more tolerant to risk-taking and failure in the relatively new area of e-government in the Arab states. Until a local maturity level is reached, such culture should be accompanied with home-grown e-government risk management approaches as well as effective mechanisms of knowledge management to enable extracting relevant local lessons from failed projects and partial successes.


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