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The Department of Foreign Affairs and Trade (DFAT) needs to keep pace with technological advancements that could increase efficiency, improve internal and external communication, and facilitate information exchange and gathering. Without e-diplomacy DFAT will be cut off from important audiences and find it increasingly hard to communicate its messages and coordinate Australian foreign policy across government.
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Knowledge management in the Ministry of Foreign Affairs of Malta
In this paper, Maltese diplomat Gaetan Naudi explains how the Maltese MFA embraced the changes introduced by the informatics era. He looks at such changes from a business management perspective, to show how ICTs were introduced to such a fairly large organisation, the concerns raised by the changes, and the progress on computerised knowledge management. He concludes that despite the positive changes introduced thanks to ICTs, this would not have been possible without human involvement.
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Mark Bertram joined the Ministry of Public Buildings and Works after reading architecture at Cambridge and remained in the civil service as architect, project manager, administrator, estate manager and – in his own words – ‘quasi diplomat’ for the next thirty years. He was the ministry’s regional architect in Hong Kong in the 1970s, moved to the Foreign and Commonwealth Office when it secured control of its own buildings abroad (the ‘diplomatic estate’) in 1983, and was soon head of the estate department. On surrendering that role in 1997, he became a professional adviser to the ...
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Is there a specific, distinctive diplomatic culture? Given the fact that the conduct of diplomacy is regulated by international law and by custom, and since the structures through which states conduct their external relations, both bilateral and multilateral, are standardized, it is fair to say that both the institutions and the process form a pattern of their own, unique to this profession. The professional diplomatist actors on the international stage, and their institutions, display certain shared characteristics.
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Through analysis of the procedural and institutional arrangements in the functioning of international bodies, Valentin Katrandjiev, seeks to measure the extent to which diplomats accept nonofficial networks and entities as equal partners in the diplomatic negotiation process. Katrandjiev analyses the trend that on the domestic front, societies demand greater public accountability of governments in the process of national foreign policy making. He attempts to do so through the organisational units in MFAs responsible for relationships with domestic stakeholders.
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This is a book on diplomacy in general and the Indian Foreign Service (IFS) in particular. It is also a gem, and a large gem. It breathes life, wisdom, and good humour, and is full of rich detail. I found it thoroughly absorbing. Students of diplomacy at all stages of their careers will find it immensely useful, while those in a position to influence the future shape of the IFS will discover a whole raft of constructive suggestions for reform fearlessly advanced.
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Diplo is a non-profit foundation established by the governments of Malta and Switzerland. Diplo works to increase the role of small and developing states, and to improve global governance and international policy development.
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