Humanitarian Aid to Gaza

Before we are too quick to judge, know the other side of the story ...

Despite Ongoing Rocket Fire, Israel Transfers Aid to Gaza

Israel allows hundreds of trucks of food and supplies into Gaza to avert humanitarian crisis, as Hamas uses human shields.

By Yosef Berger
First Publish: 7/10/2014, 2:29 PM

Despite the ongoing rocket fire by Gaza terrorists, Israel has not halted the entry of trucks into Gaza – and on Thursday, some 200 trucks carrying food and “basic supplies” entered Gaza. The government said that the trucks were allowed to pass through for “humanitarian purposes,” and were inspected and found not to be carrying any items or equipment that could be used to attack Israel.

The trucks are said to be carrying a greater than normal supply of food, officials said. According to sources, the IDF and Defense Ministry officials urged the government's Coordinator of Government Activities in Judea, Samaria and Gaza, Yoav Mordechai, to allow an increased amount of supplies into Gaza, so that residents would have enough to eat in case the IDF begins a ground assault against Hamas.

The trucks enter Gaza through the Kerem Shalom crossing, which is often targeted by Gaza terrorists for missile attacks. The workers at the crossing are all Israeli, and have been given special safety instructions by the Home Front Command, officials said. It should be noted that one of the terror tunnels destroyed by the IDF several days ago was located right next to the Crossing.

With that, officials said, the IDF has pulled two “gestures” granted after the conclusion of Operation Pillar of Defense in 2012. Palestinian Arab farmers have been banned from tending to their fields which abut the security fence around Gaza, and cannot approach within more than a few hundred meters of the fence. In addition, fishing boats have been restricted to within three kilometers of the Gaza coast.

The IDF has also allowed 240 Palestinians with foreign citizenship to leave Gaza, at the request of their governments. Among them are citizens of the US, Sweden, Greece, Romania, and Serbia. They will be allowed to leave the country, or to travel to Palestinian Authority-controlled areas of Judea and Samaria.

It goes without saying that the IDF has not taken steps to cut off Gaza's electricity, which is supplied by Israel, as numerous ministers and MKs have demanded. IDF officials said that among the reasons for allowing the shipments to continue and the power to flow was to prevent Hamas from painting a picture of a “humanitarian crisis” in Gaza, in which people have no food, water, or power.

In contrast to the IDF's concern for the well-being of civilians in Gaza, Hamas, the Islamist group which controls the territory, has urged residents to act as human shields, placing them directly in harm's way - sometimes with tragic results.

On Wednesday night, Hamas spokesman took to Gaza-controlled TV to openly admit that the group is using civilians as human shields, and encouraged more Gazans to act as such.

Problem with Corporate Management

Many of us working in organisations often wonder why the management seems to always make lives difficult for their staff.

We constantly see organisational and departmental restructuring which affects the way we work. We see corporate reengineering exercise where people get axed. We see and hear things that threaten our livelihood and we feel our supervisors are always picking on us. We suspect and know there are spies for management who are our peers, always lurking around our backs, ready to stab on us at every opportunity.

One of the many ways our management keeps an eye on us is through spies tapping on the grapevines. Grapevines are informal gatherings by colleagues to discuss anything in general, and in general, workers talk about their bosses, their unhappiness at work and the likes. A manager can either directly plant a spy in grapevines or indirectly insinuate to get his or her staff, especially secretaries, to convey messages. For example, the manager can unofficially leak news about possible retrenchment to secretaries who unknowingly hint about it at these informal gatherings, thus motivating staff to work harder, or make them demoralised and then play saviour to win support from staff.

Such are the politics working in a corporate world and these by no means are totally the fault of management. The truth is, managers are trained by education to do such things. Attend any business management study and you will find all these written in the textbooks.

Another technique frequently used by management is the reinforcement theory, which takes the view that workers are by nature lazy and must be scrutinized or manipulated constantly in order to yield results expected by management. In short, it means behaviour modification. The management may introduce a consequence or change the environment in order to increase or maintain frequency of staff participation. These may include punishment, controlled rewards, psychological segregation, or other methods. For examples, the threat or rumours of possible retrenchments, punishment of a staff to set an example, and the cutting of bonuses. By using such shock or depravity tactics, staff will then modify their behaviours and change attitudes toward work.

Some of us who are reading this article may be supervisors, managers, or bosses in our own companies. As people in a position to determine the behaviours of others, we must constantly be reminded that not all techniques we learnt from books or education are in real life practical. We ought to treat staff as human beings and hence we must use our own brains to decide what is best and not rely on learnt knowledge. Instead of manipulating, we may wish to consider how to increase staff's job satisfaction so that they may willingly sacrifice their time and efforts to go an extra mile.

To workers who are suffering at the hands of the management, know that all these exploitations are not necessary intentional on the part of the supervisors or managers. All these techniques used by them are not new and have been taught in academic schools. It is a flaw of the education system that makes them what they are. If we can make them see their wrongs and 'educate' them through staff consensus and feedback, or even through unions, let us try to make it work. However, if such methods don't work, then use the techniques they use on us to reverse the role, and hopefully in this way get attention from them by getting our message across.

Human Assets

"I've never realised how important you are until you are not with us anymore," so says a supervisor to an ex-staff.

If you get to hear a statement like this from your ex-employer or a supervisor, you will probably be overwhelmed and be very proud of yourself. But this is seldom the case in Singapore because employers here do not usually appreciate the work of their subordinates.

To a local company, employees are just numbers, and numbers come and go. Supervisors of companies or even the staff of Human Resource seldom attempt to find out the truth why employees leave. Exit interviews are often unheard, and even if there are such interviews, they are just for formalities.

Employers and the management usually do not care how the staff are getting on, so long as the work gets done in time. Staff and subordinates are people whom they only call upon to blame and scold when things go wrong. They do not care how things are done so long as the things get done, simply because they are too busy with their own work in their own world to care about how the staff are coming along.

The truth about employees leaving a company is usually because of people, not work or greener pastures. Junior staff are often the most ill-treated, and some supervisors are good at supervising and delegating work, but they themselves do not do the work. Managers above them are often blind to who are doing the work and relies on the supervisor to tell the story, but here is where the problem lies, because supervisors are usually the ones who do not understand and who abuse their staff and pull rank.

By and by, companies such as these lost more then they care to admit, because human assets are still the key to a corporation's success. If they neglect the juniors, and allow frequent turnovers, the operational work at the bottom gets jammed, and hence whatever decision at the top do not matter, because work can't get done and customers don't get served, simply because of the bottle neck at the bottom, a certainty that spells the end of all business plans.

So the story goes, that people at the top needs to know the things happening at the bottom, and to neglect this aspect is to spell the end of the company.