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This article examines the relationship between modern architecture and the Brazilian Military Dictatorship (1964-1985) in the case of the military headquarters designed by communist architects for a violently anti-communist regime: the Second Army Headquarters in Ibirapuera, a project by a team led by the architect Paulo Bastos, a case with strong symbolic entanglements in the heart of São Paulo. Although the architects were against the regime and were the target of the dictatorship’s repression, a close look at this case reveals nuances in the actors’ reactions to that context, as well as a more complex relationship between architecture and authoritarianism, which goes beyond the binary lenses of resistance or collaboration. This case is an important node to reflect on the complex relationships between architecture and politics, especially under authoritarian regimes. It also helps to reflect on modern architecture itself, the immanent contradictions of its objects, and the ambivalences of the epistemological investments that underpin it. [ABSTRACT FROM AUTHOR]

Copyright of Umsatzsteuer-Rundschau is the property of De Gruyter and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Beginning at the military-political level and ending at the regimental level, this paper will explore the growth of Canadian responsibility within a failing Allied relief framework throughout the Dutch Hunger Winter 1944-1945. Beginning in early April 1945, I Canadian Corps experienced a growing responsibility to secure an independently negotiated and effective ceasefire on the Grebbe Line to enable transport of food prior to broader German surrender. Under the name of Operation Faust, I Corps utilised targeted medical and food relief practices to address gaps in Allied relief capacity, following what Canadian Military Headquarters (CMHQ) referred to as a "hastily improvised" planning process. The objective of this article is to explore how an unheralded Canada exerted such great humanitarian influence while acting independently of the broader Allied command framework. [ABSTRACT FROM AUTHOR]

Copyright of Herald of Journalism / Habaršy Žurnalistika Seriâsy is the property of Al-Farabi Kazakh National University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The Japanese invasion of Chosŏn, known as the Imjin War (K. Imjin waeran 壬辰倭亂, 1592–1598), ravaged Korea. Japanese troops abducted twenty to one hundred thousand or more Koreans to Japan. Although a fraction were repatriated, most abductees lived their lives in slavery in Japan or beyond. I argue that the Japanese abduction of Koreans was an extension of Japanese “pillage and violence” ( J. ranbō rōzeki 濫妨狼藉) wartime practices that had emerged during the extended period of civil war during the fifteenth and sixteenth centuries. Moreover, the increase in abductions during the final years of the war derived from Japan’s failing military campaign. The Japanese abduction and treatment of Koreans reflects the slavery and human-trafficking practices that were still robust in Japanese society during the early seventeenth century. [ABSTRACT FROM AUTHOR]

A chief aim of the U.S. Army is ensuring warfighting function. Army doctrinal publications dictate that soldiers achieve this aim through integration and synchronization, both of which point to ensuring that the necessary people and things arrive on time. This article takes up circulation as an analytical lens to trace how a U.S. Army major coordinates writing tasks across people and places to ensure the warfighting function of 4,500 soldiers at Fort Wainwright in Fairbanks, Alaska. Data include in-person observations, semistructured interviews, and textual analysis of unclassified documents. [ABSTRACT FROM AUTHOR]

Copyright of Studia Histórica: Historia Moderna is the property of Ediciones Universidad de Salamanca and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

ADMINISTRATIVE CONTENTIOUS REPRESENTS A LEGAL PHENOMENON THAT AIMS TO PROTECT THE RIGHTS OF CITIZENS AGAINST POSSIBLE ABUSES OF THE ORGANS OF PUBLIC ADMINISTRATION AND OF PUBLIC SERVANTS THAT WORK WITHIN THE THESE ORGANS. IN A STATE OF LAW BASED ON THE LEGAL ORDER, PUBLIC ADMINISTRATIVE COURTS REPRESENT A DEMOCRATIC FORM OF REPARATION OF VIOLATIONS COMMITTED BY LAW ENFORCEMENT AND ADMINISTRATIVE AUTHORITIES, LIMITING THE ARBITRARY POWER OF THEIR TO ENSURE INDIVIDUAL RIGHTS OF CITIZENS. FOLLOWING THE REVISION OF THE CONSTITUTION OF 2003, ART. 126 RULE THAT ENSHRINES THE JUDICIAL CONTROL OF ADMINISTRATIVE ACTS OF THE PUBLIC AUTHORITIES, ADMINISTRATIVE COURTS, IT IS GUARANTEED, HOWEVER, AND BY INSTITUTING TWO EXCEPTIONS TO THE RULE THE DOCUMENTS CONCERNING THE RELATIONS BETWEEN THE PARLIAMENT AND ACTS OF MILITARY HEADQUARTERS. [ABSTRACT FROM AUTHOR]

This paper reports on a multi-method (also referred to as mixed method) approach for studying complex socio-organisational phenomena where the problem space is ill-defined, and its utility in providing meaningful decision support to a branch within a military headquarters. The study comprised two phases: diagnostic (I) and intervention (II). The Phase I instruments were an organisation and team effectiveness survey and workforce modelling. Phase II involved a series of workshops situated in sensemaking and complexity theory. Combining the modelling results with qualitative and quantitative data provided by the survey resulted in: capitalisation on the strengths of individual methods while compensating for their weaknesses, a better delineation of issues and understanding of the branch processes, and provision of a solid foundation for design of the intervention workshops. This research design integrates multiple organisational measures to develop instruments suitable for application in other settings where problem definitions are nebulous. [ABSTRACT FROM AUTHOR]

The article discusses how and why New York City became the military headquarters of Great Britain from 1696 to 1783. The Royal Army chose the city to base its operations because of the location of Manhattan as terminus of the transatlantic packet ship. Geopolitics was also considered as Manhattan had a border with French and Iroquois. Generals also benefit from a fixed headquarter which serves as a default location for a meeting place.

Crisis management at local level is an important element of crisis situations solving. Its task is to provide management in crisis situations outside the time of war and state of war. It creates conditions for effective precautions to protect life, health and property, analyses possible risk of creation of crisis situation and proposes measures to solve it. At local level, which in the Slovak Republic is represented mainly by cities and municipalities, the crisis management is performed by the crisis headquarters, an executive body of crisis management. These are the situations, during which the safety of the state, the city, citizens and their property is immediately threatened. To solve crisis situation an extraordinary situation, state of emergency or state of calamity can be declared. Crisis management outside the time of war is a sum of work of crisis management bodies, that are concentrating on analysing and evaluation of safety risks and menaces, planning and executing measures during crisis situation solving. The basic document of crisis headquarters is the Statute of crisis headquarters. It has a character of internal document and is usually developed on city or municipality level. The development is usually delegated on the responsible department or an expert employee. Its text is binding and in case of crisis management, all involved parties must be guided by it. [ABSTRACT FROM AUTHOR]

Abstract: This article contends that it is time for the armed forces to revisit their schools, day rooms, wardrooms, squadron meeting places, headquarters, bases and posts to increase the level of awareness and the teaching of professional norms. [Copyright &y& Elsevier]

This article discusses the establishment of the Admiralty in Havana, Cuba, in 1807. The author comments on the political and economic situation in Cuba during this time period, with a particular emphasis on the influence of Manuel Godoy, the then-Prime Minister of Spain. He also makes note of the lack of historical research into this specific period of Cuban history and focuses on the impact of the Admiralty on the development of the Cuban military as well as the growth of the country during the early 19th century.

The article presents a study which compares the learning cultures of selected brigades and headquarters within the Australian Army, and evaluates the level to which the respective learning cultures of these entities align with that of learning organizations. The study collected data from 1,061 respondents using a Dimensions of Learning Organisation Questionnaire (DLOQ). Results show that brigade and headquarter elements have learning behaviors similar to that of learning organizations.

This article traces the institutional evolution of the Council Secretariat that plans and supports EU civilian peace operations. During the early days of the European Security and Defence Policy in the late 1990s competing political priorities of big EU member states and a dominance of military structures put civilian administrators at a significant disadvantage. Between 2003 and 2007, however, the rising number and complexity of civilian missions generated pressure for reform, which eventually led to the creation of a civilian headquarters. The historical analysis provides the basis for assessing the EU's current institutional capacities for civilian crisis management. While some administrative capacity deficits have been addressed, increased institutional formalization and further politically motivated reforms may increase tensions and hamper the accumulation of expertise. [ABSTRACT FROM PUBLISHER]