Post-Westgate SWAT : C4ISTAR Architectural Framework for Autonomous Network Integrated Multifaceted Warfighting Solutions Version 1.0 : A Peer-Reviewed Monograph

Police SWAT teams and Military Special Forces face mounting pressure and challenges from adversaries that can only be resolved by way of ever more sophisticated inputs into tactical operations. Lethal Autonomy provides constrained military/security forces with a viable option, but only if implementation has got proper empirically supported foundations. Autonomous weapon systems can be designed and developed to conduct ground, air and naval operations. This monograph offers some insights into the challenges of developing legal, reliable and ethical forms of autonomous weapons, that address the gap between Police or Law Enforcement and Military operations that is growing exponentially small. National adversaries are today in many instances hybrid threats, that manifest criminal and military traits, these often require deployment of hybrid-capability autonomous weapons imbued with the capability to taken on both Military and/or Security objectives. The Westgate Terrorist Attack of 21st September 2013 in the Westlands suburb of Nairobi, Kenya is a very clear manifestation of the hybrid combat scenario that required military response and police investigations against a fighting cell of the Somalia based globally networked Al Shabaab terrorist group.Comment: 52 pages, 6 Figures, over 40 references, reviewed by a reade

Aligning Employees Through \u3ci\u3eLine of Sight\u3c/i\u3e

Aligning employees with the firm’s larger strategic goals is critical if organizations hope to manage their human capital effectively and ultimately attain strategic success. An important component of attaining and sustaining this alignment is whether employees have “line of sight” to the organization’s strategic objectives. We illustrate how the translation of strategic goals into tangible results requires that employees not only understand the organization’s strategy, they must accurately understand what actions are aligned with realizing that strategy. Using recent empirical evidence, theoretical insights, and tangible examples of exemplary firm practices, we provide thought-leaders with a comprehensive view of LOS, how it is created, how it can be enhanced or stifled, and how it can be effectively managed. We integrate LOS with current thinking on employee alignment to help managers more effectively benefit from understanding human capital potential

Study of flight management requirements during SST low visibility approach and landing operations. Volume 2 - Delineation of potential problems in supporting the performance of flight management tasks

Potential flight management problems during low visibility landing of supersonic transport

Intelligence within BAOR and NATO's Northern Army Group

During the Cold War the UK's principal military role was its commitment to the North Atlantic Treaty Organisation (NATO) through the British Army of the Rhine (BAOR), together with wartime command of NATO's Northern Army Group. The possibility of a surprise attack by the numerically superior Warsaw Pact forces ensured that great importance was attached to intelligence, warning and rapid mobilisation. As yet we know very little about the intelligence dimension of BAOR and its interface with NATO allies. This article attempts to address these neglected issues, ending with the impact of the 1973 Yom Kippur War upon NATO thinking about warning and surprise in the mid-1970s. It concludes that the arrangements made by Whitehall for support to BAOR from national assets during crisis or transition to war were - at best - improbable. Accordingly, over the years, BAOR developed its own unique assets in the realm of both intelligence collection and special operations in order to prepare for the possible outbreak of conflict

Militarising Mumbai? The ‘politics’ of response

This article focuses on how urban security has been governed in Mumbai in the aftermath of the 2008 terrorist attacks (26/11). The event was widely cited as a major turning point in the securitisation and militarisation of Indian cities. It also produced significant political upheaval, which in turn generated calls for a major institutional overhaul of the governmental architecture for handling terrorism. This article takes the political and policy repercussions of 26/11 as an intervention into critical debates about the (para-)militarisation of policing and the politics of urban security. Here I shift the focus from the disciplinary and divisive effects of policies towards an emphasis on their spectacular and theatrical dimensions. If we are to make sense of the ‘militarised’ focus of the policy response to 26/11, I argue, we need to take seriously its populist, aspirational qualities

Foucault and complicity: attributing an ethics to the subject-as-spectacle

Is it still possible to see an act of violence and feel guilt? To feel a sense of complicity beyond social duty or desire? There have been questions similar to this in discussion for centuries now, in fact, many of the systems of thought dedicated to answering it invoke entire metaphysical apparatuses to provide for its completion. This one, however, is specific to our time. Is it even possible to feel guilt anymore? In an attempt to provide an outline of the ethical ramifications of complicity, this paper discusses the effects of Immanuel Kant on our present day understanding of violence and of ourselves. That is, there is none. Instead the shortcomings consist of an obfuscation of the dominant order and an obstruction of political action. By continuing from the historical analysis of the subject begun by Michel Foucault in his early writing, coupled with his assessment of disciplinary power from his earlier writings, these difficulties may not only become apparent, but also an issue that may hold the potential for change. In this light, it may be possible to consider an ethics of the subject as spectacle and progress towards, or at least entertain, the idea of complicity

From Bureaucracy to Enterprise? The Changing Jobs and Careers of Managers in Telecommunications Service

This paper analyzes how organizational restructuring is affecting managerial labor markets. Drawing on field research from several Bell operating companies plus a detailed survey of managers in one company, this paper considers how organizational restructuring affects the employment levels, the nature of work, and the career trajectories of lower and middle level line managers. Does restructuring lead to a loss or managerial power and a convergence in the working conditions of managerial and nonmanagerial workers? Or, conversely, do managers stand to gain from the flattening of hierarchies and devolution of decision-making to lower organizational levels? The paper\u27s central argument is that a new vision of organization has taken hold – one that replaces bureaucracy with enterprise. This vision, however, entails sharp contradictions because it relies on two competing approaches to organizational reform: one that relies on decentralizing management to lower levels to enhance customer responsiveness; the other that relies on reengineering and downsizing to realize scale economies. While the first approach views lower and middle managers as central to competitiveness, the second views them as indirect costs to be minimized. The central question is whether or how the two approaches can be reconciled. The evidence from this case study shows that restructuring has had the unintended consequence of creating new organizational cleavages: between lower and middle level managers on the one hand, and top managers on the other

Situational awareness and safety

This paper considers the applicability of situation awareness concepts to safety in the control of complex systems. Much of the research to date has been conducted in aviation, which has obvious safety implications. It is argued that the concepts could be extended to other safety critical domains. The paper presents three theories of situational awareness: the three-level model, the interactive sub-systems approach, and the perceptual cycle. The difference between these theories is the extent to which they emphasise process or product as indicative of situational awareness. Some data from other studies are discussed to consider the negative effects of losing situational awareness, as this has serious safety implications. Finally, the application of situational awareness to system design, and training are presented