RESTRUCTURING AND OTHER CHARGES, NET (Details 1) (USD $) In Thousands, unless otherwise specified	3 Months Ended				6 Months Ended				12 Months Ended
	Jan. 31, 2015		Jan. 31, 2014		Jan. 31, 2015		Jan. 31, 2014		Jul. 31, 2014	Jul. 31, 2013	Jul. 31, 2012
Restructuring Reserve [Roll Forward]
Original charge	$ 9,717	[1]	$ 7,961	[1]	$ 18,909	[1]	$ 11,975	[1]
Reversal of excess reserves	1,326	[1]	280		1,436	[1]	624	[1]
Structural Cost Improvement Initiative [Member]
Restructuring Reserve [Roll Forward]
Original charge											65,300
Restructuring Reserve, Beginning Balance					27,400		27,713		27,713	34,967
Additions					16,011				32,222	24,477
Utilized					(19,204)				(30,774)	(31,510)	(30,163)
Reversal of excess reserves					(1,436)				(2,030)	(557)
Translation					(2,666)				269	336	(170)
Restructuring Reserve, Ending Balance	20,105				20,105				27,400	27,713	34,967
Structural Cost Improvement Initiative [Member] | Employee Severance [Member]
Restructuring Reserve [Roll Forward]
Original charge											61,852
Restructuring Reserve, Beginning Balance					26,172		26,240		26,240	34,364
Additions					15,021				27,803	21,637
Utilized					(17,997)				(26,178)	(29,574)	(27,365)
Reversal of excess reserves					(1,429)				(1,923)	(500)
Translation					(2,563)				230	313	(123)
Restructuring Reserve, Ending Balance	19,204				19,204				26,172	26,240	34,364
Structural Cost Improvement Initiative [Member] | Other Restructuring [Member]
Restructuring Reserve [Roll Forward]
Original charge											3,448
Restructuring Reserve, Beginning Balance					1,228		1,473		1,473	603
Additions					990				4,419	2,840
Utilized					(1,207)				(4,596)	(1,936)	(2,798)
Reversal of excess reserves					(7)				(107)	(57)
Translation					(103)				39	23	(47)
Restructuring Reserve, Ending Balance	$ 901				$ 901				$ 1,228	$ 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 and global 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 and six months ended January 31, 2015 and January 31, 2014 primarily reflect the expenses incurred in connection with the Company’s structural cost improvement initiative as discussed above. Restructuring charges recorded in the three and six months ended January 31, 2015 also include the impairment of assets related to the exit of an immaterial product line.