RESTRUCTURING AND OTHER CHARGES, NET (Details 1) (USD $) In Thousands, unless otherwise specified	3 Months Ended					12 Months Ended		3 Months Ended	12 Months Ended		3 Months Ended	12 Months Ended
	Oct. 31, 2013		Oct. 31, 2012		Oct. 31, 2013 Structural Cost Improvement Initiative [Member]	Jul. 31, 2013 Structural Cost Improvement Initiative [Member]	Jul. 31, 2012 Structural Cost Improvement Initiative [Member]	Oct. 31, 2013 Structural Cost Improvement Initiative [Member] Severance [Member]	Jul. 31, 2013 Structural Cost Improvement Initiative [Member] Severance [Member]	Jul. 31, 2012 Structural Cost Improvement Initiative [Member] Severance [Member]	Oct. 31, 2013 Structural Cost Improvement Initiative [Member] Other Restructuring [Member]	Jul. 31, 2013 Structural Cost Improvement Initiative [Member] Other Restructuring [Member]	Jul. 31, 2012 Structural Cost Improvement Initiative [Member] Other Restructuring [Member]
Restructuring Reserve [Roll Forward]
Original charge	$ 4,014	[1]	$ 3,575	[1]			$ 65,300			$ 61,852			$ 3,448
Utilized					(9,473)	(31,510)	(30,163)	(8,650)	(29,574)	(27,365)	(823)	(1,936)	(2,798)
Translation					369	336	(170)	327	313	(123)	42	23	(47)
Restructuring Reserve					27,713	34,967		26,240	34,364		1,473	603
Additions					4,358	24,477		3,115	21,637		1,243	2,840
Reversal of excess restructuring reserves	344	[1]	190	[1]	(344)	(557)		(277)	(500)		(67)	(57)
Restructuring Reserve					$ 22,623	$ 27,713	$ 34,967	$ 20,755	$ 26,240	$ 34,364	$ 1,868	$ 1,473	$ 603

[1] Restructuring:In fiscal year 2012, the Company announced a multi-year strategic cost reduction initiative (“structural cost improvement initiative”). This initiative impacts both segments as well as the Corporate Services Group. The goal of this initiative is to properly position the Company's cost structure globally to perform in the current economic environment without adversely impacting its growth or innovation potential. Key components of the structural cost improvement initiative include:•the strategic alignment of manufacturing, sales and R&D facilities to cost-effectively deliver high-quality products and superior service to the Company's customers worldwide,•creation of regional shared financial services centers for the handling of accounting transaction processing and other accounting functions,•reorganization of sales functions, to more cost- efficiently deliver superior service to the Company's customers globally, and•reductions in headcount across all functional areas, enabled by efficiencies gained through the Company's ERP systems as well as in order to align to economic conditions.Restructuring charges recorded in the three months ended October 31, 2013 and October 31, 2012 primarily reflect the expenses incurred in connection with the Company’s structural cost improvement initiative as discussed above.