Suchergebnisse

Differences in statutory mandates, traditions, and attitudes toward risk cause agencies to develop different standards for the same substances. As a response to this fragmentation and uncertainty, common to environment decisions, new organizations emerge to try to coordinate the agencies but usually are created to perform a specific task rather than to coordinate agencies. For these new organizational forms to succeed, they must be in place before the crisis occurs and they must be able to facilitate, not impede, normal adaptive mechanisms of organizations.

Bar-Siman-Tov, Y. Crisis Management by Military Cooperation with a Small Ally: American-Israeli Cooperation in the Syrian-Jordanian Crisis, September 1970. Cooperation and Conflict, XVII, 1982, 151-162. The aim of this study is to examine the American—Israeli military cooperation in the Jordanian-Syrian crisis of September 1970, as an illustrative case of crisis management by military cooperation with a small ally, in a situation where there are inadequate conditions for the effective employment of direct coercive diplomacy by the major power. The U.S. role in the resolution of the crisis became effective only when it demonstrated clearly that it had a credible means to manage the crisis. The military cooperation with Israel increased tremendously the American credibility and therefore its coercive diplomacy bargaining position in the crisis. The U.S. succeeded in employ ing its military cooperation with Israel as an effective means of crisis management. because the preliminary conditions for that strategy were present. The U.S. had a local ally with its own interests, motivation and capability to act as a 'crisis manager assistant'. The main negative result of the crisis for the U.S. was Israel's increased bargaining power. When a superpower is unable to protect its vital interests by use of its own direct coercive diplomacy and needs to rely on the assistance of an ally, it has no choice other than to accept the increased bargaining power of the ally.

During the Tudor and Stuart periods the population of England doubled, increasing from perhaps 2.5 to 5 million. When the total had last reached the 4–5 million mark, in the early fourteenth century, there had been a sharp Malthusian cut-back. How then did the country manage to break through this crucial barrier at its second attempt? Victor Skipp throws light on this question by constructing a detailed model of demographic, economic and social change for a sample group of English communities. After examing the effect of the ecological adjustments on social structure, domestic and cultural life, Mr Skipp turns to the wider implications of his model, considering the possibilities of adapting it to the analysis of sixteenth and seventeenth century developments in other English communities; how it might be related to the 'general European crisis', particularly as expounded in the regional studies of French historians; and to the political alignment of local inhabitants during the English civil war

Oct. 21, 1969. 4 pgs. Fees increase rejected, S.C. resigns en masse, P-T editor resigns, as well as CRO, business manager, and Speaker of Council. Interim editor Dolores Broten suggests solutions to the crisis. Pro-Tern to publish on a four page basis because of funding problems. interim editor: delores broten managing editor: brian pearl sports editor: nick martin business manager: harve hirsh advertising manager: max marechaux circulation manager: doreen rotenberg layout and production: rob, betsy, claire, brad, mara, sarah, susanne, and bev student government non-existent fees increase rejected, council resigns by andre foucault 'barricade' emphasizes education by dee knight call for moratorium changing the guard voice of the people 100,000 march in moratorium by graham muir student faculty councilors elected on third recount by david starbuck gfl nears final hour: allstars soon by nick martin evil defeated the don by nick martin

The distribution sector has been hard hit by the energy/ecology crisis. Higher fuel costs coupled with reduced availability of many energy sources have adversely affected distribution activities. Growing levels of pollution have caused global concern. As a part of the physical distribution activity, the transportation modes have been particularly vulnerable to the energy/ecology crisis because they rely so heavily on energy resources. It is important that those involved in physical distribution understand the distribution‐energy/ecology interface. Recognition of the effects that the energy/ecology crisis has had, and will have, on distribution is an integral part of logistics planning and control. The energy/ecology crisis will not go away and it behoves the physical distribution manager, educator and public policy maker to: (1) Understand the Problem, (2) Recognise how the problem pertains to him directly and/or indirectly, and (3) Determine how he and others will react to the problem in the future.

1. The Management Energy Crisis -- How we use management energy -- 2. Industry in a Social Perspective -- The aims of Western society -- Living with uncertainty -- Intervention by society into industry -- Ignorance of industry in society -- Turbulence and uncertainty — and individual freedom as well! -- Managing in a democracy -- The location of power in industrial organisations -- The diffusion of power -- Fundamental changes in the management task. -- 3. Sources of Energy within the Organisation. -- The nature of complex organisations -- The manager at the interface and the sources of energy at his disposal -- Releasing the energy of the working group -- Boundary control -- Second thoughts about boundaries -- Boundaries may shield people from reality -- The work group as an 'open system' and the boundary as an infinitely permeable membrane -- 4. Using the Energy Sources -- Co-operation and sharing power -- Ways of avoiding anarchy -- Mutual hostility and mutual trust -- Creating an environment of mutual trust -- Sharing problems and the' san Andreas Fault' syndrome -- The pain barrier -- Crossing the pain barrier — or not -- 5. Creating Energy Networks -- False linking pins -- Improving linkages -- Using linkages to create a common framework of perception -- 6. Management Decision Making -- Conflict between the objectives of the organisation and the objectives of individuals within the organisation -- When people seek to avoid decisions -- Finding the right level for decisions to be made -- 7. The Nature of the Management Task and the Problems of Achieving IT -- Is a manager necessary? -- Managers in other cultures -- Conflict in a democratic society and its implication for the manager -- Identifying the maximum area of common purpose -- Letting reality in -- Helpful and unhelpful interventions -- Questions for the manager to put to the group he manages -- 8. Who's on our Side? -- Evading the pressures of society -- The two different worlds of manager -- Bringing the two worlds closer together -- 9. Come Back Leadership, All is Forgiven! -- The manager as a leader -- Creating a framework of shared values -- Decisions of fact and decisions of stance -- 10. Management Energy — Conservation Plan.

Oct. 6 1971. 8 pgs; Special Supplement 4 pgs, 'Crisis in South Asia.' Editorial: Slater giving us the run-around on residence fees. Letter from Slater. Editor-in-Chief: Jim Daw Business Manager: Rob Carson Sports Editor: Nick Martin Entertainment Editor: Elizabeth Cowan Photo Editors: Nigel Ottley, Erin Combs Circulation-ad Manager: Sarah Francis Production: Jeff Ballennie, Allan Grover, Dave Jarvis, Marshall Leslie, Barry Nesbitt, Eleanor Paul, Paul Scott, Jim Short Slater giving us the run-around by Daphne Reaed "If this is interest and co-operation -- forget it" by Dave Jarvis Oh boy -- re-orientation Police detain Glendon student for obstructing Texpack scabs SC angry, but grants $50 by Paul Weinberg Ski week vote split by Allan Grover Something to sing about Slater's committee Otium Negotium - the disneyland of politics by Andrew McAlister Norton ready to apply skills by Barry Weisleder Le fin d'un mythe - un Quebecois ecrit de Glendon Crisis in South Africa by Stanley Burke Hundreds of children are dying everyday in Indian refugee camps by Sydney Schanberg Bengla Desh leaders insist upon strictly supervised relief operation by Peter Hazelhurst Army takes supplies The greatest need - 'a crematorium' Stainless steel stanfield show by Chris Dougall Culture in north pumpkin fields by Elizabeth Cowan Copleand steals Syrinx show by Bill Cutt Mr. Nothing gets 18 in GFL opener Yeomen scare Blues before bowing by Clive Hobson

In the paper, the possibilities and conditions of restriction imposed on the free speech principle, in crisis situations, are discussed. Particularly, the impact of the new social media is presented, on possibilities to manage and control information. Firstly, the tension is discussed between civil liberties-, and free speech, and the rights to suspend the liberties on the basis of ensuring national or public security. The contradiction between the freedom and security principles is emphasized. Secondly, the issue of mass behavioural control is presented and the role of crisis management agencies, in the panic situations, when informational uncertainties lead to unstable, contagious behaviour. Thirdly, the role of the media is analyzed and the emergence of the new social media, which has influenced significantly informing during crisis situations. Fourthly, case studies are examined: the Fukushima nuclear power plant accident, Japan, when the media played a major role, and the Chernobyl nuclear power plant accident and Wrocław smallpox epidemic. In the latter cases the information flowwas highly controlled and the public was not openly instructed. Finally, conclusions are proposed.

Violence against police is a problem that calls for organizational solutions. Among dangers to be avoided are crisis-induced panic and the minimization of the problem, as well as strategic planning by police leadership without rank-and-file participation. Even the most serious violence problems afford opportunities for learning if such problems are addressed by cross sections of a police department's membership. Police unions can be involved as partners in organizational problem solving, as has occurred in industry in Quality of Work Life (QWL) experiments. Joint worker- manager problem solving is independent of labor manage ment negotiations, which can take adversary form. Recent experiences in the Oakland Police Department have shown that even problem officers—officers who contribute to citizen confrontations—can design interventions that reduce violence levels in a community. The Oakland model presupposes that organizational reform activity can simultaneously increase organizational effectiveness and enhance personal problem- solving capacities. As officers help shape a more responsive police agency, they engage in activities—analyzing data and evolving data-based solutions—that refine their skills and build their morale.