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This chapter discusses ethics in participatory photography with focus on refugee participants and informal refugee camp setting. The chapter draws on ethics in participatory photography projects elsewhere and especially the experiences of photographers who work with these methods. The context here is the Calais Jungle camp, where the authors worked with a group of participants, who were residents of the camp, over several months to encourage photographing and documenting life in the camp and beyond, and to work on life stories that can be drawn from and inspired by these photos. The project, and hence the ethics in our work, were framed by the experiences of the refugee participants, and so at all times the authors needed to navigate temporality, violence, state oppression, lack of resources, human rights violations, language barriers, religious and cultural differences, national and supranational immigration policies, shame, and more. This chapter discusses how the authors navigated these ethical issues, the limitations of the approaches and solutions they found, and the lessons they learned, which can be applied to research using participatory visual methods with refugees.

In total, 90,000 of the 1.26 million people applying for asylum in the EU in 2015 were unaccompanied children. The Dublin III Regulations provided a unique legal situation where unaccompanied young people in the Calais Jungle potentially had the right to be reunited with family in the UK. The purpose of this paper is to explore the substantial challenges presented by carrying out medico-legal assessment of this group in the Calais Jungle.

The authors consider the refugee crisis from a mental health and legal perspective. The authors provide two case examples to contextualise and describe the work. The authors draw from the observations and the literature to discuss the impact of living in the Calais Jungle on young people, the challenges the authors overcame to carry out the assessments and the needs of refugees following settling in the UK.

The authors conclude that the Calais Jungle was a toxic environment not suitable for young refugees’ continued emotional development or recovery from trauma. The current legal process to relocate a young person to the UK is time consuming and labour intensive. The authors note that these concerns are not unique to the Jungle, nor have they ended with its demolition. The difficulties young refugees face with mental illness continues following their arrival to the UK.

This was the first successful attempt since the Dublin III Regulations to seek a legal route to bring unaccompanied refugee minors from France to the UK. This paper was co-written by both the legal and mental health professionals involved in the cases providing a broad opinion across both disciplines.

This profile is somewhat more exotic than the usual ones found in this, hopefully, august journal and your reporter would like to dwell on the background more than is usual. If you take your world atlas, you may find Ipoh as an isolated dot in the middle of the Malaysian peninsula, a little to the north‐west of Kuala Lumpur. Viewed thus, why would Multicore Solders choose such an isolated outpost to establish a subsidiary factory? Arriving at the international airport at Kuala Lumpur starts to give one a clue: there are enormous bare scars in the plain. Flying from Kuala Lumpur to Ipoh, these scars multiply. They are the remains of the open‐cast tin mines in the alluvial deposits. Viewed from the air, they are a terrible blot on the landscape. The amazing thing is that they juxtapose oil palm, fruit and rubber plantations and even untouched jungle, but they remain bare and desert for decades. It is evident that no effort has been made to conserve the vegetable soil and replace it after the mining operations are finished, but this may be because the humus layer is so thin that it would be impossible to do so. To the ignorant European that this writer is, I imagined that the jungle was an all‐invading vegetation ready to swallow‐up every square metre of land: not so, it is a very precarious ecosystem where the humus formed by the rotting vegetation is swallowed up by the new growth faster than it can form. The jungle soil is very thin, bare rock being common and such a humus layer may take decades or even centuries to form. Most of the disused tin‐mines are therefore as devoid of life as the starkest desert. It would seem that, after fifty years or so, the first signs of vegetation start to reappear, a very meagre growth which, in time, may develop into scrub or secondary jungle without high trees.

The “management theory jungle” described by Koontz appears to be overrun with even more theoretical undergrowth than when he wrote his seminal critiques of the state of this body of knowledge more than 40 years ago. This article endeavors to provide a clear and fairly narrow path through that jungle, using the seminal thinkers in management as our guides. It recommends adopting a paradigm‐based approach to the management discipline rather than struggling through the jungle of multiple theories and “schools of thought”. This approach satisfies the criteria set forth by Koontz to bring much needed clarification to the discipline of management. Specifically this approach: restricts the discipline to a manageable size; uses its simple and straightforward terminology; and gives direction to teaching and research. The article concludes with a discussion of some ideas on how to teach management using this paradigmatic approach.

Inside, the air conditioning was humming away and the IBM Computer System 370 Model 135 was whirring. Outside, the temperature and humidity were both in the nineties; fan palms and orchids grew; monkeys chattered, wild pigs roamed and, deeper in the jungle, the elephant was king. Earlier in the week, whilst en route to school, the young son of an expatriate inadvertently stood on a viper; a caddy killed a cobra on the sixth green; and the footprint of a tiger was seen in one of the bunkers.

The paper describes a pipe repair conducted in August 2004 using two types of snake‐arm robot. The pipe was located 5 m below the reactor core of Ringhals 1 nuclear reactor.

The two types of robot worked co‐operatively to replace a section of critical pipe. The 23‐degree of freedom arm snaked around obstructing pipes to positions cameras in a humanly unreachable location in order to give the ideal view of the work site. The more substantial second arm used 13 degrees of freedom to deliver fixtures, cutting tools, gas shields, inspection equipment and also conducted both tack welding and continuous welding.

The leaking pipe was repaired manually during the 2004 outage. The robots successfully completed the externally assessed Factory Acceptance Tests which involved copying the complete procedure on a purpose built mock‐up. The robots are now on standby for 2005 and beyond.

The successful completion of this extremely difficult task indicates that snake‐arm robots are now a viable solution to a variety of complex access tasks in all industries including aerospace, pharmaceuticals, the miltary sector and nuclear industries.

The paper describes a procedure that has never been attempted before using two completely new designs of redundant snake‐arm robot.

Amongst all classes of unmanned aircraft system (UAS), the rise of the Mini UAS class is the most dominant. Mini UASs are field-deployable systems and hence are not expected to operate from a runway. Therefore, the operating terrain plays an important role in the deployment and employment of the Mini UAS. However, there is limited published work in this area. The impact of terrain is more critical for military applications than civilian applications. The purpose of this paper is to explore the implications of various types of terrain on the employment and deployment of Mini UAS.

This paper explores the implications of various types of terrain on the employment and deployment of Mini UAS.

Mini UAS with field deployable requirements is often launched within the tactical battle area in case of military applications or in close proximity to the intended target area for civilian applications. Due to the size and weight of the Mini UAS, launch and recovery becomes an important factor to be considered. Rotary wing or fixed-wing vertical take-off and landing configuration UAS overcomes the limitations of Mini UAS and hence it is the preferred option. Impact of the terrain is significantly higher for military applications as compared to civil applications. Mountain terrain is the most challenging for Mini UAS operations.

This paper will help the designers configure the UAS as per the operating terrain.

Terrain affects the deployment and employment of Mini UAS and the capabilities of the system with respect to terrain in which it is expected to operate must be considered during the design of a Mini UAS. The paper will help the designers configure the UAS as per the operating terrain.

This paper aims to map the antecedents and precursory contexts regarding the four principles of management. Moreover, a description of its codification and coalescence as a unified teaching framework is provided, critically reviewing key theoretical underpinnings of management principles in academic research and management textbooks.

A historiographic approach reviewed seminal works for theory origins of the four principles of management, by analyzing 260 management textbooks from 1935 to 2013 to document their adoption in management education. This study used critical hermeneutics (Prasad, 2002) to explore the framework’s progression by providing the context of cultural, political and economic influences.

This research study tracked and mapped the creation of the four principles of management, as it became the commonly accepted teaching framework in management education. Today, every predominant management principles textbook uses the four principles of management – plan, lead, organize and control – as the basis for teaching students.

There is limited research on the application of the four principles of management in contemporary management, despite its ubiquity in management education. The study’s historical account of its formation provides insights into its adoption and utilization in modern education context. The study’s primary limitation stems from the generalization of the representative sample of textbooks used in the study (1917–2013). However, data saturation was achieved for the scale of textbooks and writings which was reviewed.

Through a critical analysis into the formation of the four principles of management, this research not only provides a historical account of its construction but, as importantly, the influencing factors that led to its development. This research fills a gap in critical literature, as a post mortem exegesis has never been conducted on the four principles of management in the afteryears of its amalgamation.

This narrative will combine stories with poetry to convey our lived experiences as Black women who took different roads to academia, and serve in differently situated institutions, but who now face similar experiences. We write this narrative, not as generic advice to new academics. Rather, it is a transparent, honest missive from sisters to sisters. It is written from the perspectives of Black women and with Black women in mind. This may be particularly instructive to emerging scholars whose work centers the intersections of race, gender, and class. It provides a glimpse into our work as scholars, teachers, activists, and writers.

We base this work on central tenets of Black feminist thought. The core objectives of Black feminist thought are to clarify Black women's experiences and ideas through self-definition, to refute stereotypical depictions, to validate Black women's situated knowledge, and to resist marginalization that occurs as a result of our intersectional identities (Hill Collins, 2000). Our work as academics is informed by our identities as Black women, and these identities continue to be shaped by our work as academics. Last, our narrative examines how both mentorship from Black and non-Black academics, and sisterhood among Black women scholars, sustain and inspire the work to which we are committed.