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Moral dilemmas of human resource professionals at the Dutch Ministry of Defence

Moral dilemmas of human resource professionals at the Dutch Ministry of Defence

decisions either directly if they also serve as military personnel or indirectly by giving advice on the adequateness of military personnel. In the worst case, ethical dilemmas can interfere the good functioning of the staff and the organization as the interests of all stakeholders might be incompatible. Consequently, moral decisions that, for instance, interfere with the official guidelines (dishonesty) or with the order of an executive (disobedience) might possibly lead to interpersonal conflicts or intrapersonal problems such as moral injury or guilt (Maguen & Litz, 2012). Therefore, the current study focuses on investigating the context as well as the content of the moral dilemmas and the moral decision making process of human resource professionals at the Dutch Ministry of Defence. In turn, this might function as a foundation for future solution finding such as moral decision making trainings, adjusting/new creation of official guidelines or ultimately a change in the organizational culture.
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Briefing: UK Ministry of Defence Force Protection Engineering Programme

Briefing: UK Ministry of Defence Force Protection Engineering Programme

For many years, a significant proportion of work conducted under the Ministry of Defence (MoD) Force Protection Engineering (FPE) Research Programme produced information and data on protective materials and structures that could be used by military fortifications designers. Traditionally, materials of interest have included locally won natural fill materials, steel, concrete and timber, with key military drivers being low logistic burden and ease of construction as well as effective protection. However, during recent operations in the Middle East (Op TELIC in Iraq, and Op HERRICK in Afghanistan), a significant amount of effort focused specifically on the development of protective measures and equipment for personnel in operational bases, primarily against the threats from indirect fire rocket and mortar attacks, rocket-propelled grenades and small arms fire (Figure 1). Effec- tive designs were produced through a combination of traditional design, numerical simulation and experimental trialling, including dynamic mortar and rocket firings.
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Development of spake's maintenance module for Ministry of Defence Malaysia

Development of spake's maintenance module for Ministry of Defence Malaysia

During the five months industrial attachment with IMATERA Digital Images Sdn. Bhd. (IDIS), the author was required to understand the flow of Modul Senggaraan, analyse the user requirements for the system, consult the user on the new system and develop the system. Basically, the client for this system is the Ministry of Defence Malaysia and it would be installed at Rejimen Semboyan DiRaja (RSD).

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The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

Using the Kelley (1992) Followership Style instrument this study explores the role and perceptions of Followership within the UK Ministry of Defence. In particular, within the Armed Services and the Civil Service it was apparent from the literature that only the RAF formally recognised the role of Followership within their Leadership staff development programmes, hence the research aimed to see whether this was reflected in self-perceptions of Followership Style and the extent to which it is applied within the organisation. The analysis concluded that the analysed sample (298 responses) produced an atypical profile compared to other studies that have used the instrument. The RAF showed statistically significant higher scores than the other Armed Services or the Civil Servants and scores increased with Rank/Grade. The analysis also highlighted that the individuals seemed not to be recognised as good Followers by their leaders, they appeared not to recognise their reports as good Followers and in all cases the organisation seemed not to recognise their value. These aspects provide scope for further research to better understand the organisational culture, processes and practices that appear to act as a barrier to the extraction of the benefits of having good Followers even in an area where Star Followers dominate.
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Organizational Learning for Crisis - An analysis of the Dutch Ministry of Defence

Organizational Learning for Crisis - An analysis of the Dutch Ministry of Defence

On 6 July 2016, the Dutch Ministry of Defence (MoD) announced that two army soldiers had lost their lives and one was seriously injured during a firing exercise with mortars in Mali. 1 Earlier that year the MoD already made headlines when a sergeant died during a shooting exercise of the Royal Dutch Army’s Commando Corps (KCT). 2 These types of accidents are not new and led to the question how it is possible that military men lose their lives during professional exercises. This question was widely discussed in politics and media, after the Dutch Safety Board (DSB) had published their investigation on the mortar accident in Mali. 3 The study concluded that the MoD had made multiple mistakes that ultimately caused a crisis. The publication intensified public concern about the ability and willingness of the MoD to learn from their mistakes. The discussion came to a climax when the Minister of Defence Hennis and the highest-ranking military officer Commando der Strijdkrachten Middendorp stepped down. 4 When the Netherlands formed its new cabinet last year, the MoD received, for the first time in seven years, a Secretary of State (Visser) in addition to a new Minister (Bijleveld). The reason for the supplementary political functionary was to solve all the ‘problems’ within the MoD. 5
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The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

Considering this causal pathway, the general framework of the model is indirect linkage or hierarchical linkage through the outcomes of skills, attitudes and behav[r]

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The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

Best strategic management practices investigated were: closing time, locus of planning, planning horizon, change in government regulations, and possession of a business plan[r]

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DEFENCE DIPLOMACY – AN IMPORTANT TOOL
FOR THE IMPLEMENTATION OF FOREIGN POLICY
AND SECURITY OF THE STATE

DEFENCE DIPLOMACY – AN IMPORTANT TOOL FOR THE IMPLEMENTATION OF FOREIGN POLICY AND SECURITY OF THE STATE

diplomacy “relates to the issues of military missions, as well as the participation of military representatives in disarmament negotiations and arms control.” Military diplomacy could therefore be understood as a specifi c set of tasks only for military representatives, defence attachés, or other military representatives in the course of their peace missions and operations and for international military cooperation. In contrast, in the opinion of the British, military diplomacy referred only to the tasks and role of military attaché (United Kingdom Ministry of Defence 2000, p. 2). Also, from the traditional perspective represented in Poland by Julian Sutor, military diplomacy is the activity of the Ministry of National Defence in the sphere of security and defence of the state in the international arena (Sutor 2005, p. 105), that is the implementation of tasks by the Ministry of Defence only outside the state, not taking into account, for example, the role of armed forces, military education or the cooperation of defence industries. Th erefore, it implies the existence of wider tasks carried out for the security and defence of states by its specialist foreign apparatus. Th e concept of military diplomacy (maintaining its integrity within the above-mentioned area of issues and types of work) had to become part of a more capacious concept - defence diplomacy. In fact, it is easier to say today which areas of cooperation cannot be included in defence diplomacy, rather than to calculate them precisely. Defence diplomacy is in fact susceptible to adaptation to the conditions of action, expanding in a way, along with the change of the paradigm of contemporary international relations, its range of impacts and their necessary forms. It is focused on minimising hostility and building trust between states. However, in contrast to classical military diplomacy, it defi nes as many needs as possible opportunities, supported by the achievements of civilisations that make exchange of information and interpersonal contacts possible.
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A new approach for innovating in a military context: a qualitative study on the implementation of Concept, Development and Experimentation at TNO

A new approach for innovating in a military context: a qualitative study on the implementation of Concept, Development and Experimentation at TNO

The experienced differences and challenges of the interviewees have been discussed in this chapter. Per category the conclusions will be elaborated on in the following part, and an overall challenge identified. Thereby the chapter answers the research question: ‘What are the experiences and expectations of stakeholders with Concept, Development and Experimentation, regarding the throughput time and quality performance of capability development projects?’ But first the findings for the general category is discussed. TNO and the Ministry of Defence are aligned on what CD&E is. If one compares the goal of the Ministry of Defence with CD&E, to the goal the interviewees had in mind one can easily see a big gap. Most interviewees stated goals regarding the quality of the end- results of projects. An interesting differences between TNO and the Ministry of Defence was seen at their placement of CD&E in the innovation process. The officers placed CD&E before the DMP and knowledge application. TNO project managers however, placed CD&E in the entire process. Most believed that CD&E should be used until the implementation of the product or material and therefore during the DMP as well. In terms of effect on duration the interviewees were fairly united, that CD&E won’t shorten the duration of projects. The expectations on the effects on the flexibility of projects were divided, some expected improvements and some did not.
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'Sense and respond' and 'autonomic' logistics: a review of US and UK developments

'Sense and respond' and 'autonomic' logistics: a review of US and UK developments

Evidence from the UK The UK Ministry of Defence MoD has embarked on the ‘Logistics Network Enabled Capability’ Log NEC program—which, in some respects at least, reflects the goals of Aus[r]

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'The fog of propaganda: attempts to influence the reporting of the Arab Spring, and how journalists should see through it'

'The fog of propaganda: attempts to influence the reporting of the Arab Spring, and how journalists should see through it'

In March 2011, with the Nato bombing campaign in Libya newly underway, the Ministry of Defence in London put out a story that an air strike on targets in Tripoli had been aborted. The reason: to avoid civilian casualties. The story was duly reported by the Mail Online, 1 ITV News, 2 the BBC, 3 and others. Announcing some days later the convening of a conference on Libya, the British Foreign Secretary, William Hague, made reference to it, again in the context of the length to which the UK and its allies were prepared to go to avoid civilian deaths. 4

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Intelligence and controversial British interrogation techniques : the Northern Ireland case, 1971–2

Intelligence and controversial British interrogation techniques : the Northern Ireland case, 1971–2

This paper focuses on the controversial British interrogation techniques known as the ‘five techniques’, which were used as aids to interrogation in Northern Ireland in the autumn of 1971. Its central argument is that despite the widespread backlash against the use of the ‘five techniques’ in Northern Ireland, the Ministry of Defence (MoD) in Britain continued to support their use because of their benefits to intelligence- gathering. By examining the written histories of the ‘five techniques’ commissioned by the MoD and the course of MoD-led debates on the purposes of the techniques, we can gain an insight into official attitudes towards past and future uses of the techniques. Bolstered by evidence on the quantity and quality of the intelligence these techniques produced in the Northern Ireland case, this study contributes to debates on the relationship between intelligence-gathering and interrogation methods that can be described as ill-treatment or torture.
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Employment Statistics: Methods and Definitions  1988

Employment Statistics: Methods and Definitions 1988

The civilian working population is calculated by subtracting from the total population the number of conscripts and professional soldiers supplied each quarter by the Ministry of Defence[r]

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The move towards professional armed forces in Europe. Assembly of Western European Union Forty-Fifth Session Document 1669, 10 November 1999

The move towards professional armed forces in Europe. Assembly of Western European Union Forty-Fifth Session Document 1669, 10 November 1999

unteil forces in time, did not result in the hopedfor improvements as regards personnel manage- Horvever, rn view of recent intemational events, the Ministry of Defence is convinced that[r]

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MILITARY CLASS IN POLAND – EXPERIENCES AND PERSPECTIVES

MILITARY CLASS IN POLAND – EXPERIENCES AND PERSPECTIVES

The Ministry of Education and the Ministry of Defence developed the programme objectives, the scope of activities of military training in secondary schools, a programme of educational work in secondary schools with a military profile and determined assumptions about the health and fitness requirements and for candidates applying for admission to these classes. All of these actions were aimed at smooth implementation of the basics of the experiment in a wider circle. The experiment, although it was defined as a success, was not reflected in system solutions. In practice, this did not mean, however, non-functioning of the uniformed classes, only a lack of funding of their activities from the funds of the armed forces. The end of experiments with defence profiled classes, without any indication of further system solutions, and with the growing interest of young people in education in such classes, became an impulse to develop a new formula for the functioning of the uniformed classes. Finding such a possibility was determined in the Regulation of the Minister of National Education and Sport of 9 April 2002 on the conditions for carrying out innovative and experimental activities in public schools and institutions 5 .
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Information Guide: Austria  October 2016

Information Guide: Austria

Defence and security information    Austria: Ministry of Defence in German Austrian Armed Forces NATO: Relations with Austria Economic information                   [r]

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Enterprise Knowledge Based Software Requirements Elicitation

Enterprise Knowledge Based Software Requirements Elicitation

Abstract. One of the ways to capture enterprise knowledge is Enterprise Architecture (EA). EA allows inden- tifying the majority of software “to-be” requirements for information systems (IS) engineering. However, the transition between enterprise architecture model and IT resource design still lacks a clear approach and tools for implementing it in practice. The paper presents an approach for the enterprise knowledge based software requirements elicitation. The suggested approach is based on the Unified profile for Ministry of Defence Architecture Framework (MODAF) and Department of Defense Architecture Framework (DoDAF), System Modeling Language (SysML) requirements model, and a Semantics of Business Vocabulary and Business Rules (SBVR) standard as a formal background for elicited soft- ware requirements. A real world example is presented to validate the suitability of the approach.
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Rafale Deal- An Analysis of the Reportage by Two Prominent National Newspapers The Times of India and The Hindu from July 18 to Sept 18, 2018

Rafale Deal- An Analysis of the Reportage by Two Prominent National Newspapers The Times of India and The Hindu from July 18 to Sept 18, 2018

“Rajesh K Dhingra, CEO of Reliance Defence and Aerospace, claimed that no contract has been given to any Reliance Group by the Ministry of Defence related to Rafale deal. As per DPP, the ministry of defence has no role in the selection of Indian partners by the foreign vendors.This has been the position right from 2005, when offsets were first introduced.Advocate P. Bhushan claimed the present Air Force Chief, Air chief marshal B.S Dhanoawar in Paris when the deal was announced. The then Defence Minister M. Parrikar was not aware about the deal of 36 jet that costs ₹670 cr. each by cancelling 126 Rafale fighter planes. The Times of India reported the same story with less facts and less information in a three columned story whereas The Hindu reported the same story with extra facts and detailed information with a five columned story and another single column story which goes like this: “Union minister Arun Jaitley, denied all the wild allegations leveled against the government over Rafale aircraft acquisition deal. Targeting the congress which has been at forefront of raising alarms over the deal, Mr. Jaitley said that they must realize their responsibility”.
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Putin’s Cossacks  Just folklore – or business and politics? OSW Point of View Number 68 December 2017

Putin’s Cossacks Just folklore – or business and politics? OSW Point of View Number 68 December 2017

rary merits of the Cossacks (during the events in Crimea in 2014). By presidential decrees (no.s 168, 169, 170 and 171), since 2010 the VKOs have had unified uniforms and ranks; they have been obliged to introduce special Cossack IDs (a type of small mili- tary booklet in passport format, issued by the territorial military police for five years, with a possible extension for a further five years). These have made it easier for the Ministry of Defence to keep records of the military reserves. Most of the pages contain the term ‘military service’, wherein are entered the bearer’s mili- tary rank (but not their Cossack rank; the latter is classed as an ‘internal rank’ for use within the VKO), his military speciality, as well as the training he has attended. The highest rank in the VKO, that of Cossack general, is awarded by the President of Russia, but the higher officer ranks, the so-called main ranks (such as esaul, starshyna, Cossack colonel, sotnik) are awarded by the President’s representative in the federal oblast, while the lower ranks are conferred by the governor of the region. A separate decree regu- lates the possession of hand weaponry, sabres (shashko) and the traditional nahaika. Equipping the Cossack formations with small arms (which the Cossacks have long been clamouring for) is still a contentious matter for the government (although participants in special actions do receive them: some observers claim that ata- man Kozitsyn withdrew from the Donbas when his Cossacks ran out of ammunition).
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The implementation and integration of CAD/CAM in manufacturing organisations: a grounded theory investigation

The implementation and integration of CAD/CAM in manufacturing organisations: a grounded theory investigation

Just-In-Time Local Area Network Manufacturing Automation Protocol Standard Master of Business Administration Management Information System Ministry of Defence Material Requirements Plann[r]

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