Command Structure Research Articles

Proposal for a command structure written in python programming language for implementation on automotive speed sensors test bench

This work presents a programming logic developed within a code written in Python language, guiding engineering teaching. Where with this logic it is possible to command a test bench for a vehicle speed measurement system. This command is made through the amount of rotation of a stepper motor based on frequency values. In addition, the programming logic can be applied to other devices or equipment that contain stepper motors, in order to promote its command through its amount of rotation and acceleration.

The Role of International Human Law in Armed Conflicts Involving Non- State Actors an Analytical Study

International Humanitarian Law (IHL) holds a paramount position in regulating armedconflicts that involve non-state actors. As non-state armed groups are on the rise and theirparticipation in conflicts becomes more prevalent, it becomes imperative to ensure that theseactors are bound by the same rules and principles as state actors. The cardinal principles ofIHL, including but not limited to the principle of distinction, proportionality, and necessity,are applicable to all involved parties in an armed conflict, irrespective of their status as stateor non-state actors. The involvement of non-state armed groups in conflicts is on the rise,presenting distinctive challenges to the implementation of IHL. Due to the lack of acentralized command structure and non-adherence to IHL principles, it becomes strenuous tohold these actors accountable for their actions. However, recent advancements ininternational law, such as the International Criminal Court's jurisdiction over non-state actors,have fortified the legal framework for holding these actors responsible for their actions

Leading a Hospital Incident Command System during a global pandemic.

Responding to a healthcare crisis such as COVID-19 requires a practiced, nimble incident command structure. Our medical center is in one of the areas in the US that was hardest hit by the initial wave. Effective leadership of incident command was critical in our response.

Identifying Core Competencies for Medical Command and Control Teams Managing Covid-19

Introduction:The Covid-19 pandemic strained most of the world’s health care organizations to, and sometimes beyond, their limits. To anticipate, coordinate, mobilize, and prioritize hospital resources, Sweden’s health care regions established regional medical command and control teams according to the medical major incident structure. This command structure was initially developed based on an all-hazards approach focused primarily on sudden mass casualty incidents with a relatively short time frame. Covid-19 management was active for several months with a most intense operations period during the spring of 2020. This study aimed at identifying competence needs by employing a co-creative approach with members of the staff involved in the pandemic management.Method:Data was collected and analyzed using a modified Delphi consensus method. The respondents were subject matter experts serving in the regional medical command and control teams during the COVID-19 pandemic. One workshop was held to gather opinions, which were included as statements in a consensus survey and answered by the participants after the first workshop. A second workshop was held to discuss statements that did not reach initial consensus in the survey and establish final consensus.Results:The consensus agreed statements were sorted into five themes, which constituted the collective agreement of medical command and control core abilities. The five core competence themes were: Situation report, Team organization, Co-operation, Competence management, and Analysis. The consensus agreed statements highlighted competencies needed for creating situation reports, organizing medical command and control teams, effective cross-organization co-operation, decision-making, and medical intelligence analysis.Conclusion:The core competencies of medical command and control identified in the present study can be used to further affirm current learning objectives and to formulate future learning objectives for education and exercises. The evaluation approach could potentially be used as a post-incident review to fine-tune an organization’s training plan.

Framework and Thematic Analysis of Historical After Action Review Reports from the Australian Capital Territory Emergency Services Agency

Introduction:Emergency services organizations routinely undertake internal quality improvement activities following training and operational activities. One form of a quality improvement activity is the After Action Review (AAR). An AAR is a facilitator-led post-event review where data is collected from individuals and groups of individuals using either surveys, focus group-like meetings, or individual interviews. Data is collected using a semi-structured data collection tool which is usually customized to the specific tasks being reviewed and the priorities and goals of the organization. The quality of AARs has been noted to vary significantly across organizations with reporting biases and differences between exercise or real event AARs and biases introduced by utilization of internal rather than external evaluators, and limited justification for data selection and collection rationales. The Australian Capital Territory Emergency Services Agency (ACT ESA) has identified that interoperability and integration between internal ACT ESA sub-agencies and externally with other agencies is a key problem. The aim of this study was to identify specific areas of consistent interoperability concern through the examination of historical AARs.Method:In this qualitative study a Framework Analysis of historical AAR text documents was conducted, following the standard five step process. This was followed by detailed thematic analysis in aggregate and examined longitudinally, with emergent themes undergoing further analysis.Results:AARs relating to major emergency response and training activities 2016-2022 were examined. There was a substantial variation in quality, level of detail, completeness and structure across the different AAR documents. Consistent themes emerging from the data highlighted concerns regarding inter-agency culture, uncertainty when conducting joint activities and its impact on decision making, logistics concerns, resourcing and breakdown of shared understanding and communication between teams.Conclusion:Despite a centralized command structure, historical AAR analysis shows ACT ESA has had persistent operationally impacting interoperability and integration problems within the organization and with external agencies.

ANALISIS KLASIFIKASI KASUS TINDAK PIDANA PENCURIAN DENGAN POHON KEPUTUSAN MENGGUNAKAN ALGORITMA C4.5 (STUDI KASUS POLSEK TELANAIPURA)

Telanaipura Sector Police is the Republic of Indonesia's Police command structure at the sub-district level in Jambi Province. In the criminal investigation department, the telecommunication sector in processing criminal data is still done manually assisted with Microsoft Word so that the processing of the data has not been properly processed in order to carry out data analysis, evaluation and profiling of data on the increasing number and extent of crime. extensively. The aim of reducing crime rates is that it needs to be built web-based applications and tested using WEKA applications to help process and analyze data using data mining techniques using the decision tree method. In analyzing the data using the age, time, place of occurrence, crime decision tree as an attribute of the case and article theft as a class. In making this prediction application, the PHP and HTML programming languages ​​are used. And using databases using MYSQL and in analyzing using Microsoft Excel and WEKA. The data inputted is in the form of data on the offender, violation data and admin data. The attributes that are inputted in the WEKA application are attributes of age, time, place of occurrence, and crime and articles of violation as a class. The output generated from the WEKA application is in the form of rules or rules from the decision tree while the output generated by the web-based prediction interface results in article violation classes and generates reports on the perpetrator's actions, the number of crimes, crimes per period and per violation article. With the Mining Data Prediction Interface Criminal Classification on the Police of the Jambi Telecommunication Sector Using the Decision Tree Method Can Help the Telanaipura Jambi Sector Police in evaluating and profiling criminal offenders.

CONSIDERAȚII ȘI APRECIERI ASUPRA CALITĂȚILOR ORGANIZATORICE ȘI DE COMANDĂ ALE GENERALULUI DĂNILĂ PAPP EFECTUATE DE SUPERIORII SĂI IERARHICI ÎN PERIOADA 1919–1933

In the following article, we would like to bring to your attention the results of the research we undertook on the command and organization activity that General D. Papp undertook, both in the service of the Governing Council, especially in the command and organization structure called the Command General Territorial Sibiu (December 1918-April 1919), as well as in the Army of Great Romania in the period April 1918-April 1930. We note that Dănilă Papp was a senior officer and general with military training at the Teresian Military Academy in Wienner-Neustadt and civilian as a graduate of the Faculty of Engineering specializing in Roads, bridges, constructions, fortifications at the Polytechnic in the capital of the Austro-Hungarian Empire. He was coopted into the structure of the General Territorial Command of Sibiu, serving in the Department of the Army and Public Safety under the coordination of the Romanian politician Ștefan Cicio-Pop and under the orders of General Ioan Boeriu. Organizer of the 16th and 18th divisions formed from Transylvanians, and as commander of the 18th Infantry Division from Sibiu, he participated in the Campaign of the Romanian Army on the Tisza and in Hungary in 1919. He participated as commander general of the 18th Sibiu Infantry Division at the Coronation Celebrations of Their Royal Majesties King Ferdinand and Queen Maria of Great Romania in Alba Iulia and Bucharest between October 15-17, 1922, festivities during which he led the Ardelean Division’s parade. From 1923 he was appointed to the command of the 1st Territorial Army Corps from Craiova, and from April 1, 1924 until April 1, 1930, when he was transferred to the reserve, he was in command of the 6th Territorial Army Corps from Cluj.During the period in which he served the Romanian state and the Royal House of Romania as the commanding officer of the Cluj Army Corps, he distinguished himself in the technical-organizational staff that took care of the smooth running of the Avram Iancu Centenary Celebrations, both in the Apuseni Mountains area and in Cluj during August-September 1924. In the following study, we present the assessments that the senior officers in the rank of General D. Papp made, both on his activity of organization and command, as well as in terms of his qualities and the excellent training that he always showed, referring -us, especially the assessments made by generals Artur Văitoianu, Ioan Boeriu, Ștefan Holban, Henri Cihoski, Nicolae Petala, Gheorghe Mărdărescu, Alexandru Hanzu, Ioan Prodan. For his high merits in the service of the state of Romania, he was decorated with the Order of the Coroana României in the rank of Commander, then with the same Order in the rank of Grand Officer, with the Order of the Steaua României in the rank of Grand Officer,The Victory Medal of the Great War for Civilization (1916-1921), and later with the Order of Ferdinand I in the rank of Grand Officer, and then in the rank of Grand Cross, respectively with the Order of Faithful Service in the rank of Grand Officer.

Networks Enabling the Alliance’s Command and Control

The Alliance’s wide area networks enabling operational command and control (C2) are under continuous revision in order to facilitate the wide spectrum data exchange between NATO Command Structure (NCS), NATO Force Structure (NFS) elements and other key organisations.The focus is – as always – on the information technology’s researches and network-enabled capability development.It is clear that running the current NATO wide area network has challenges in terms of network management, information security and counter-cyber operations. Therefore, it requires a viable transformation to a wide area network with a higher-level resiliency and scalability.Having supported by NATO Communications and Information Agency (NCIA), the decade’s one of the most important tasks is to re-new, re-design and re-organise the existing classified network domain in support of efficient C2 for the current and future operations.In this scientific article, I will provide with a short historical background of NCIA’s efforts in creation of a more resilient classified domain-net and the needs of core and functional services within the Alliance to introduce the already decided, the viable solution of classified network enhancements.

Involvement of Human and Organizational Factors in Railway Accidents: Application of the Human Factors Analysis and Classification System and Bayesian Network

The occurrence of railway accidents is not always the result of error/violation on the operator’s end; rather, there are many organizational factors involved. This research investigated 97 railway accident reports from the West Zone of Bangladesh Railway between 2015 and 2019 to categorize factors within the institution that contribute to accidents. The accidents were divided into four categories (collision, derailment, locomotive failure, and signal passed at danger [SPAD]) and were applied to the Human Factors Analysis and Classification System (HFACS) framework. The HFACS framework systematically identifies direct and hidden factors that lead to an accident. A total of 225 human and organizational factors were found involved in 97 accidents, of which 106 (47.11%) were organizational-level factors and 119 (52.89%) were front-line/operation-level factors. To understand the association between factors, a Bayesian network was created following the naive Bayes algorithm, keeping “accident type” as the class variable. Analysis revealed that “Collisions” occur because of organizational factors such as the structure of command, planned inappropriate operations, and operation-level factors such as perceptual errors, and personal unreadiness. “Derailment” was influenced by organizational reasons, such as equipment issues, company safety culture, and inadequate supervision, whereas operation-level factors were crew and resource management and skill-based error. “Locomotive failure” was found to be associated with only organizational factors, such as equipment issues and inadequate supervision, and SPAD mostly occurred because of exceptional violations at the operational level. The identified issues, if addressed properly, can help ensure a safer railway industry.

Towards a non-Western model of security assistance: How Iran assists militaries

ABSTRACT With the 1979 revolution, Iran’s Security Assistance (SA) underwent a significant transformation, from fragmented and ideologically-driven support for Islamic movements in the early post-revolutionary stage to making SA the centrepiece of its national security strategy. This article explores Iran' model of SA by addressing the following key questions: How have perceptions of SA and its role in post-revolutionary Iran’s strategic thinking changed? What constitutes key elements of the Iranian SA practice? Is there an ‘Iranian way' of assisting local military partners, and to what extent does it overlap with other states’ similar practices? The paper identifies a two-stage process of evolution, arguing that SA gradually evolved into a strategic tool to build a Tehran-led regional alliance model, boost Iran’s deterrence capability, and counter the US-led collective security architecture. With a hybrid ideological and anti-imperialist rationale at its core, relying on human bonds and personal loyalties, mixing asymmetric operations with sustained force projection, and using a centralized command structure with minimum public exposure, Tehran has introduced a unique model of security assistance. The paper shows how Iran has moved beyond a technical view of SA to gradually shape a holistic model with interwoven messianic, economic, and strategic dimensions.

The role of pandemic planning in the management of COVID-19 in England from an infection prevention and control perspective: results of a national survey

ObjectivesThis national survey aimed to explore how existing pandemic preparedness plans (PPP) accounted for the demands placed on infection prevention and control (IPC) services in acute and community settings in England during the first wave of the COVID-19 pandemic. Study designThis was a cross-sectional survey of IPC leaders working within National Health Service Trusts or clinical commissioning groups/integrated care systems in England. MethodsThe survey questions related to organisational COVID-19 preparedness pre-pandemic and the response provided during the first wave of the pandemic (January to July 2020). The survey ran from September to November 2021, and participation was voluntary. ResultsIn total, 50 organisations responded. Seventy-one percent (n = 34/48) reported having a current PPP in December 2019, with 81% (n = 21/26) indicating their plan was updated within the previous 3 years. Around half of IPC teams were involved in previous testing of these plans via internal and multi-agency tabletop exercises. Successful aspects of pandemic planning were identified as command structures, clear channels of communication, COVID-19 testing, and patient pathways. Key deficiencies were lack of personal protective equipment, difficulties with fit testing, keeping up to date with guidance, and insufficient staffing. ConclusionsPandemic plans need to consider the capability and capacity of IPC services to ensure they can contribute their critical knowledge and expertise to the pandemic response. This survey provides a detailed evaluation of how IPC services were impacted during the first wave of the pandemic and identifies key areas, which need to be included in future PPP to better manage the impact on IPC services.

George White and the Victorian Army in India and Africa: Serving the Empire, by Stephen M. Miller

Reviewed by: George White and the Victorian Army in India and Africa: Serving the Empire by Stephen M. Miller M. C. Smith (bio) George White and the Victorian Army in India and Africa: Serving the Empire, by Stephen M. Miller; pp. ix + 323. New York: Palgrave Macmillan, 2020, $139.99, $139.99 paper, $109.00 ebook. Stephen M. Miller has produced a serviceable new biography of an eminent Victorian soldier, Field Marshal Sir George Stuart White, an understated yet important player in the shaping of the late-Victorian army. George White and the Victorian Army in India and Africa: Serving the Empire opens with a bit of historiography, making the valid point that White deserves an updated biography; the only substantial treatment of his life was written shortly after his death by a friend and colleague, Mortimer Durand. Although Durand’s work was no hagiography, he did treat his friend—and the upper command structure of the Victorian army—kindly. The result was an incomplete story of the life of an influential late-Victorian soldier and administrator. Miller has produced a biography with perhaps a greater degree of objectivity than Durand’s, with the added perspective of an additional century of hindsight to set the context of White’s life and his impact on Victorian military thought. White served during an era of major change as the British Army marched toward the twentieth century, and his opinions and observations provide insight to the effects of modernization, professionalization, and the upheaval of the Cardwell Reforms. [End Page 707] Miller provides but a brief sketch of White’s childhood, then picks up White’s military career with his education at Sandhurst in the early 1850s. He details the professional doldrums of a newly commissioned officer’s life and the frustrated quest for distinction in a series of desultory postings. Distinction came with a Victoria Cross earned during the Second Afghan War, along with notice by Frederick Sleigh Roberts, just as he was elevated as Lord Roberts of Kandahar. The intraservice rivalries between the partisans of Lord Roberts and the Ashanti Ring (a coterie of officers attached to another of Britain’s top soldiers, Sir Garnet Wolseley) formed a key theme in White’s life as he advanced in rank and honors. White was sometimes whipsawed between these polarities, and his experiences offer a glimpse of the factional and personal relationships/rivalries that so often determined the extension or withdrawal of a plum command appointment. Miller follows White’s career in high command from his experience as a brigadier in the conquest of Burma (1885–9) and service in Baluchistan (1889–92) through to his final posting as Governor of Gibraltar (1900–12). He pays particular attention to White’s tenure as Commander-in-Chief of the Indian Establishment from 1893 to 1898. The two chapters that detail his actions as chief military administrator and commander explore (among other things) the concept of so-called martial races in the armies of the Raj and White’s thoughts on the validity of the notion. The latter of these two chapters devotes significant ink to the situation on the Northwest Frontier in 1897 and 1898, culminating in the controversial Tirah Campaign, from both military and political vantage points. It is rather well done. Miller develops a minor chord of race (as defined by nineteenth-century standards) relations through White’s position as an Anglo-Irish landowner and officer. Miller conducted thorough research in the production of this work. His primary sources range from an extensive collection of White’s private papers, journals, and letters, to unpublished official files from the Public Record Office in Kew, to a substantial array of published public documents. He recognizes the need to read what the Victorians had to say about themselves and then-current events as a key to deciphering their social views, mores, and expectations, and consulted a significant number of contemporary or near-contemporary publications. Miller’s use of contemporary secondary sources is balanced with a selection of modern Victorian scholarship. This allows him to paint a vivid picture of late-Victorian military life without merely appearing as a ventriloquist’s dummy seated on John Bull’s...

The Nasr and India’s nuclear command structure, strategy and doctrine

The deployment of the Tactical Nuclear Weapon (TNW) “Nasr” by Pakistan has led some experts in India to question the credibility of India’s nuclear deterrence. They have called for a change in India’s nuclear doctrine from the stand of “massive retaliation” to a “flexible response” to permit the use of similar weapons. This article examines Indian nuclear thinking to illustrate that the raison d’être of India’s nuclear weapons is deterrence within the strategic domain, not conventional. It further explains how India’s civil-military relations along with its nuclear command and control system have evolved to preclude the use of TNWs.

Open-Phase Fault-Tolerant Control Strategy for Dual Three-Phase Permanent Magnet Synchronous Machines Without Controller Reconfiguration and Fault Detection

Due to high power-transforming capability and excellent fault-tolerant performance, dual three-phase permanent magnet synchronous machines (DT-PMSMs) are widely used in high-reliability applications. Concerning on the remedial strategy for DT-PMSMs under open-phase faults, the conventional method is to reconfigure the controller or the current references in order to obtain optimum postfault performances. Two different control schemes should be separately designed for normal and fault conditions, respectively. Meanwhile, related fault detection measures need to be adopted and the inherent fault detection delay will further result in transient performance deterioration. In order to solve these problems, this article proposes a control strategy, which can achieve natural fault-tolerant capability of DT-PMSMs without additional fault detection algorithm. With the proposed control method adopted, reconfiguration of the control structure and modification of the current command are not required. Thus, the control scheme is simplified. The transition from the healthy to the postfault operation can be improved, meanwhile, the steady-state performances in prefault and postfault situations can be guaranteed. The proposed strategy can be generally applied to single open-phase faults and multiple open-phase faults in DT-PMSMs. Experimental validations are presented on a 1 kW DT-PMSM platform to prove the effectiveness of the proposed strategy.

«ЗРОБИЛИ СКЛАВИНІВ ПОЖИВОЮ ДЛЯ МЕЧІВ»: ПОХІД МАГІСТРА ПРІСКА 589 р.

A feature of the military affairs of the Eastern Roman Empire in the second half of the sixth century was the regular change of heads of military and administrative structures. Despite the need to restore the fortifications on the Danube-Mesia limes, to provide military formations in the Danube possessions of Rome, the successor emperors of Justinian I (527–565) often ignored this factor in favour of strengthening the defence capability of the border with Sassanian Persia. This policy of Justin II (565–578), Tiberius II (578–582) and Maurice (582–602) in the Balkans led to the activation of the nomadic Avars community. In the late 90s of the 6th century, the latter claimed to be the hegemon in Central and Eastern Europe. Until that time, the Nomads had received annual payments from the Empire to maintain peace in the region. With the accession of Mauritius to the throne in Constantinople in 582, the nomadic tribal nobility continued to expand towards the Empire’s Balkan possessions. By the end of the autocrat’s reign, the conflict with the Avars was permanent. In view of this, the emperor attempted to restore the Roman military formations previously deployed in the Balkans. Changes also occurred in the structure of command of the units. Thus, during 588–597, the position of presentational master of Thrace was held by the commander Priscus. In this position, the commander managed to conduct successful campaigns against nomadic troops and the Sclavians. The techniques used by the commander during clashes with barbarians would become a textbook for the military affairs of the Empire in a few decades. Nevertheless, Priscus proved to be an overly independent commander. The military master’s negotiations with the Avar Khagan Bayan I (562–602) led to the commander’s resignation and replacement by brother of Maurice, Peter.

War in Ukraine and Enduring Relevance of the Clausewitzian Theory

The article discusses selected theoretical and practical problems of the ongoing Russian Ukrainian war since 2014 from the perspective of Carl von Clausewitz’s political theory of war. It argues, first, that defining the first phase of the conflict as “hybrid war” on theoretical grounds is an unnecessary exercise that obscures the methodologically important difference between war and peace. Second, despite technological innovations, the concepts of “fog of war” and “friction” remain relevant. Third, the current phase of the conflict shows that the spontaneous and grassroots involvement of citizens in the war was a transitional phenomenon that became subordinated to central command structures. It also shows that from the perspective of Clausewitz’s theory, Russia’s strategic failure in the first part of the second phase of the conflict is completely understandable.

ФОРМИРОВАНИЕ 120-Й СТРЕЛКОВОЙ ДИВИЗИИ В КОНТЕКСТЕ СОЗДАНИЯ КРАСНОЙ АРМИИ

The purpose of the article is to consider the process of creating the Red Army on the example of the 120th Rifle Division. This process has been actively going on since the beginning of the Civil War and foreign military intervention until the beginning of the Great Patriotic War. During this time, several approaches to the formation of the army have changed. Finally, they settled on the idea of creating a mass regular army, formed on new principles of compulsory military service, by conscription and mobiliza-tion. The systematic construction of the regular army start-ed in 1918, when, along with the new type of units, the Red Guard detachments continued to function, which became a school for training command and political personnel for the Red Army. The author analyzes the process of forming the command army staff of a new type by attracting the old military intelligentsia, as well as through educated command courses and military educational institutions of various levels. The quantitative growth of the Red Army at different stages of its creation is traced. The process of creating the army took place within the framework of the military districts being formed, starting in the spring of 1918. The author analyzes the creation of new management bodies of the armed forces of the country, the formation of a unified command structure of the troops. At the end of the 30s, the construction of the Red Army was carried out on the basis of a Plan for the development and reorganization of the Red Army ground forces by creating personnel divisions of triple deployment. The basis of the Red Army was rifling divisions. As a result, the author concludes that the 120th Rifle Division was a typical example of a military structure being created as part of the armed forces of the Soviet State.

ESTABLISHMENT OF THE COMMAND CENTER OF THE UKRAINIAN MILITARY ORGANIZATION IN EMIGRATION

After the defeat of the Ukrainian National Revolution of 1917–1921, in fact the only force that was organized to continue the struggle for the revival of statehood on the Ukrainian lands occupied by the RSFSR and Poland became the Ukrainian Military Organization (until approximately 1924, the name Military Organization was used – VO) . This organization began to be formed by the command staff of the Sich Riflemen (Sichovykh strilʹtsiv) of the Army of the Ukrainian People's Republic. It is gradually being joined by veterans of UGA and public and political figures. The organizational center was concentrated in Lviv. The material basis initially became the saved funds of the Sichovykh strilʹtsiv, in parallel, financial support was established from Ukrainian emigration to the USA. The fall of 1920 – the fall of 1922 was the period of formation of the command structure, understanding between the founders, a certain even competition for dominance and promotion of their vision of the development of VO. It was difficult to establish cooperation with public and political organizations of Galicia, state centers of ZUNR and UNR. The challenge was the ideological basis. What are we fighting for in Galicia? For the revival of statehood only in Galicia or on all Ukrainian lands. The command of the VO managed to preserve the Sobornytsky principles of activity. In mid-October 1922, the killing of S. Tverdokhlib, a Ukrainian, by members of the Military Organization, for cooperating with the Polish authorities, caused a wave of arrests. In connection with this, the head of VO Yevhen Konovalets was also forced to emigrate. This became a new challenge for the organization, because it was necessary to start organizing the leadership of the Higher Education Institution on emigration and establishing funding. There was no desire to stop at what had been achieved in 1922, but on the contrary, there was a desire to continue the struggle. Financial aid from Ukrainian emigration to the USA became more and more difficult to obtain. Yevhen Konovalets applied to the leadership of ZUNR to receive emigrant funds for the struggle. He believed that VO has the right to these funds. The leadership of ZUNR agreed to allocate a part of the money received from Ukrainian emigration to the USA for VO. In 1923, Y. Petrushevich, whose activities were subsidized by the Soviet government, began to allocate a part of these funds to VO as well. This information is represented in the documents of the Soviet special services. Keywords Military organization, Yevhen Konovalets, ZUNR (WUPR), Yaroslav Chizh, Yevhen Petrushevich, Ukrainian emigration.

COMPARATIVE ANALYSIS BETWEEN THE MILITARY ENGINEERING STRUCTURES IN THE ROMANIAN ARMY COMMANDS, WITH THOSE IN THE NATO COMMANDS OR WITHIN THE ARMIES OF SOME NATO MEMBER STATES

: After joining the North Atlantic Alliance, the Romanian Army began a process of doctrinal alignment, followed by the reorganization of command-control and force structures. By default, the military engineering staff structures were transformed. As I consider that these staff structures have not been adequately reorganized, I set out to make a comparative analysis of them with the military engineering structures in the organization of the commands of armies belonging to NATO member states and with those within NATO commands, at strategic,operational and tactical levels. Subsequently, I will use the data of the analysis, corroborated with other conclusions resulting from previous research, to propose to the military leadership factors the reorganization of the military engineering command structures. We believe that after a new reorganization, these military engineering structures in the composition of our commands must be able to ensure, on the one hand, the correspondence of duties with those of similar structures within the Alliance's commands and, on the other hand,the possibility of exercising on behalf of the commander, command and control over all capabilities

Furious Feedback and the Revolutionary Ode to Noise

Furious Feedback and the Revolutionary Ode to Noise