Results for: “Law”
|Schull, Kent F.||Indiana University Press||ePub|
THE MUTUAL AND compulsory population exchange between Greece and Turkey marks a crucial event in the demographic, economic and social history of both countries. Signed on 30 January 1923, the agreement between both governments sealed the fate of about 800,000 Greek-Orthodox citizens of the Ottoman state (known as Rum) who had involuntarily left Anatolia and Thrace between 1912 and 1922, banning them from ever returning to their homeland again. Those who were still in place were also forced to emigrate to Greece. The same rules were applied to the Muslim population of Greece (including those who had already left during the Balkan Wars), which was to emigrate to Turkey. Exceptions were made for the Greeks living in Istanbul (including Greek citizens who were known as Yunan in Ottoman Turkish), the Muslims of Western Thrace, and the Rum island populations of Imros and Tenedos at the mouth of the Dardanelles.2
As an internationally sanctioned forced migration, the exchange helped to legalize and make permanent the ethnic cleansing of the Ottoman Greeks that had taken place during the Balkan Wars, World War I, and the Turkish War of Independence.3 By providing Turkey with about 400,000 Muslim immigrants, it helped to replace at least some of the lost non-Muslim populations, but the exchange involved not only people. A crucial part of the agreement dealt with the appraisal and indemnification of all the property, whether rural or urban, movable or immovable, owned by the “exchangeable” populations. It was this part of the exchange that turned out to be most problematic.4 According to the exchange agreement, a Mixed Commission comprised of Greek, Turkish, and neutral members was supposed to deal with the gigantic task of registering and appraising all property of the exchanged, and provide them with documents stating its value. The receiving state would then indemnify them with property of equal value. At the end of the process, the values on both sides should have been balanced with the difference being paid in gold currency. This plan, however, was never implemented. The Greek and Turkish delegations at the Mixed Commission spent years discussing possible appraisal schemes only to eventually drop the idea altogether in the Ankara agreement of 1930, which formally ended the exchange.5 Rather than the Mixed Commission, it was national legislation and its implementation by local administrations that shaped compensation policies. While Greece depended heavily on international aid and the League of Nations, Turkey managed the task alone.See All Chapters
|Low Sui Pheng||Chartridge Books Oxford||ePub|
Behavioural influence of ISO 9000
The ISO 9000 standard is a quality management system which involves every employee within an organisation, both directly and indirectly. As a management system, it requires discipline within an organisation to ensure that procedures are followed closely by all employees. Unless everyone contributes with the right attitude, the system will not function properly. While documentation is the key to implementation, top management’s commitment, the generous provision of resources and a positive attitude towards ISO 9000 are important attributes which underpin quality management systems. Quality management systems do not function effectively without the support of senior management.
In reality, however, things are not always smooth going. It is human nature to resist change, even for the better. Apart from employees’ reluctance to follow a set of rigid procedures, they may also perceive it as pointless to document procedures for activities which they have been doing every day for many years. The failure of management in securing co-operation and co-ordination adds to difficulties in implementing quality systems. Furthermore, organisation politics is another reality which should not be ignored for managing quality systems effectively. While the technical requirements of ISO 9000 are important, studies have suggested that other non-technical, irrational and socio-political factors may have an equally adverse influence on quality management systems (Seymour and Low, 1990; Low, 1989, 1993).See All Chapters
|Gary M. Lavergne||University of North Texas Press|
“I want to get to that killer while the blood is still wet and while the adrenalin is still flowing.”
Retired Dallas Police Department
ill Parker had just fallen asleep. He had been out to dinner that night and had even had a couple of drinks. The phone rang right after midnight. Many times he had gotten up in the middle of the night to rush off to a murder scene. But this time was different.
The dispatcher was excited and at times hard to understand.
He told Bill that as many as a dozen people could be dead in a restaurant on the corner of Midway and Interstate 635 in the north section of Dallas.
“I’ll call you right back,” Bill said, before hanging up. He thought the best thing to do was to splash water on his face, wake up, and give the caller time to pull himself together.
“I had never heard of Ianni’s,” Bill recalled years later. But he would learn much about Ianni’s Restaurant and Club. On the night of June 29, 1984, Bill would see the club for the first time—the site of the largest mass murder in the history of Dallas, Texas.See All Chapters
|Jorge Antonio Renaud||University of North Texas Press|
There are two distinct entities that concern themselves with parole in
Texas—the Parole Division of the TDCJ and the Board of Pardons and
Paroles. The first agency actually oversees inmates who have been released. Ex-cons report to them, and it is their staffers who visit homes and ensure that the provisions of parole (set by the Board) are actually met. The second is an independent agency whose primary role is the discretionary release of inmates from prison, along with revocation of released prisoners.
You may reach the Parole Division at:
TDCJ-ID Parole Division
8610 Shoal Creek Blvd.
P.O. Box 13401, Capitol Station
Austin, TX 78711
FAX (512) 406-5858
The members of the Board of Pardons and Paroles are appointed by the governor to six-year terms, which are staggered so all do not expire at the same time. You may write or call the Board members, or the chairman, at the following addresses:
Texas Board of Pardons and Paroles
209 W. 14th Street, Suite 500
Austin, TX 78701See All Chapters
|Van Lindberg||O'Reilly Media||ePub|
Imagine you are a programmer learning a new computer language. When you are given a program in the new language, the syntax is usually obscure even if the overall constructs are familiar. Repeated exposure and study may alert you to reserved words and give you an idea of their meaning, but fully understanding the program requires you to know the syntax and semantics of the language as well as the problem domain addressed by the code.
Patents are the type of intellectual property that most closely resemble code in this context. A well-written patent document is highly structured, with required sections, definitions, reserved words, and program flow constructs.
As a result, patent documents tend to be very boring, somewhat ungrammatical, and only semi-intelligible to an ordinary competent English speaker. Even when you understand the problem domain addressed by a particular patent (i.e., the area of technology described within the patent) you do not fully understand the patent until you also have a handle on the specificities of the patent language.See All Chapters