Word: commands
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Dates: during 1970-1979
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...baffling technology of the war and provided a classic case study of a bureaucracy warped to serve a devious purpose. To understand Lavelle's case, it is necessary first to understand the regulations governing the air war that he inherited when he arrived in Saigon to take command of the Seventh Air Force in August of last year...
...rules of engagement in 1968, Hanoi had greatly increased the sophistication of its air defenses. For years Hanoi had utilized -in addition to the SAM-linked radar -a countrywide Ground Clearance Intercept system similar to U.S. commercial radar for ground control of aircraft. At the time of his command, U.S. planes could detect the local SAM radar, but few if any were equipped to detect tracking by the GCI radar system (most are now). In any case, if that radar was working properly, most U.S. planes would be picked up and monitored long before crossing the DMZ. Beginning...
...assault was poorly planned. No command structure existed after it began, and excessive firepower led to the death and injury of hostages and inmates. Even though the attack was directed by state troopers, prison guards "inexcusably" were allowed to participate. The troopers were ordered to fire only at inmates engaged in "overt, hostile acts." Nonetheless, unprovoked gunfire was reported by inmates and was apparent in filmed evidence. No adequate arrangements were made for medical care of casualties, a lapse for which "there was no excuse...
Although other U.S. aircraft companies, especially McDonnell Douglas and Lockheed, have tried hard to get into China, the only American manufacturer invited to make a presentation was Boeing. Both Miller and his second in command, Herbert Grueter, are convinced that their inside track was due to Chinese officials' familiarity with the 707, which the French and Pakistan national airlines regularly fly into Peking. (Air Force One, the presidential jet, also is a 707.) Even so, Boeing's salesmen used every method they could think of, including visits to Chinese offices in Hong Kong and advances through intermediaries, before...
...only young or middle-aged business leaders in Europe, and they are not necessarily as powerful as some older industrialists and bankers who have been on top longer. But partly because they have many more years ahead, they and men like them will be firmly in command of Europe's privately owned commerce and industry by the end of the decade...