Fdr s New Deal Speech - 825 Words

Hillary Clinton second presidential announcement in a symbolic Roosevelt Island, named after FDR’s New Deal speech can be defined outlined as President Obama’s third term. The speech, a dramatic re-do of her twitter announcement, was to overshadow the already ten Republicans candidates announcement by taking the stage shaped in the letter H with an arrow through her, her campaign logo. Her relaunch, in a place with absolutely no ceilings,† was in reference in becoming the nation’s first female president. Imitating FDR â€Å"four freedoms† address, Hillary declared â€Å"four fights for you† theme of building the economy, strengthen families, defending the country from foreign threats and reforming the government. Presenting herself as a populist, Hillary gave a list of ideas she would push as president such as paid family leave, equal pay, cutting student debt, undo Citizen United Supreme Court decision of super-PAC political spending by a constitutional amendment, and reproductive freedom for woman with little details on how she would do it. The forty minute lengthy speech, the first major speech given since launching her presidential bid, Hillary touted to be a â€Å"champion for all Americans† by providing economic policies as a relief for the middle classes such as paid family leave, universal pre-school, and raising the minimum wages. On social issues, Hillary added that Republicans are out of touch with these issues such as gay marriage, and woman reproductive rights.Show MoreRelatedFranklin D. Roosevelt. During The Great Depression In The1745 Words   |  7 Pageselection.Thus, the election resulted in a win for Democratic Party and the former governor of New York, Franklin Delano Roosevelt. On March 4 1933, Roosevelt was inaugurated president by a nation in need of hope. FDR took action immediately to deal with the depression by closing the banks temporarily to allow an increase of confidence by the American population. Although some historians argued that FDR was moving the nation towards socialism rather than capitalism, Roosevelt, however was able toRead MoreR s Four Freedoms1123 Words   |  5 PagesF.D.R s Four Freedoms Speech Franklin Delano Roosevelt served as president of the United States of America from 1933 until 1945 and is most famously known for his handling of one of the most difficult periods in American history, a time plagued by economic depression and war. FDR, as he came to be known, started a â€Å"New Deal† which focused on relief, recovery, and reform. 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Roosevelt was born on January 30, 1882 in the Hudson Valley town of Hyde Park, New York. The parents of Franklin D. Roosevelt were James Roosevelt and Sara Delano Roosevelt. Both of his parents ha d a wealthy past. His parents shaped his personality and has a large part of making him who he is. Roosevelt had a much older stepbrother from James Roosevelt’s side of the family. Although he was not very close to his half-brother, he gained financial support from his stepbrother when he neededRead MoreA First Lady Of The White House Essay1700 Words   |  7 Pagesparticipated in the reform efforts to improve the lives of the impoverished immigrants in Settlement Houses. (1902-1903) While employed as a teacher, as well as a secretary, she focussed on teaching useful skills to safeguard the wellbeing of those new to the community, immigrants. Additionally, she was a volunteer investigator for the Consumer’s League.(1903-1905) â€Å"Her work consisted of visiting the tenement apartments where workers, both lived and worked under dangerous and unhealthy conditionsRead MoreFranklin Roosevelt And The Making Of Modern America1707 Words   |  7 Pages the book, Franklin D. Roosevelt and the Making of Modern America, the entire life of Franklin Delano Roosevelt (FDR) is told. This book includes all aspects of the former democratic Presidents life, from his parent’s life, his education, his life before presidency, his time in office, and his death. James Roosevelt s father Isaac, became wealthy through trading real estate, dried goods, and West Indian Sugar. James Roosevelt, like his father, grew up respectably wealthy near the banks of the HudsonRead MoreUS Elections and The Great Depression1241 Words   |  5 Pagesdealt with was the Great Depression. Hoover had been unsuccessful in dealing with the great depression. FDR had plans for a new deal, which would dramatically change the economy of America. Hoover and FDR were very different in personality, Hoover was isolated and did not show much emotion, FDR was confident and meant what he said. FDR won the electoral vote 472 to 59 in a landslide victory. This new leader of America marked hope in the eyes of American citizens for the first time in years. DemocratRead MoreThe Great Depression And World War II Essay1391 Words   |  6 Pagesand war. Although FDR did not know the future consequences of the economic fallout, he did know that breaking the cycle was of systemic importance. FDR’s policy platform, known as the New Deal, disregarded the historical wariness for government intervention and boldly connected economic security to freedom. Essentially, he attempted to push the American system to its limit in order to save it. Even with conservative elements constantly attempting to restrain his initiatives, FDR expanded his focus

The Mill s Utilitarian Principle - 785 Words

4. Give a clear and concise explanation of J.S. Mill’s Utilitarian Principle. How does Mill’s view differ from Bentham’s view? What is this supposed to help us with, morally speaking? Discuss critically. The Utilitarian Principle, or Greatest Happiness Principle (GHP) is defined as: actions are right, or good â€Å"as they tend to promote happiness, wrong as they tend to produce the reverse of happiness† (Stumpf, 2015, p. 314). Happiness is defined as a ratio of â€Å"pleasure and absence of pain; by unhappiness, pain, and the privation of pleasure† (314). Bentham measured the happiness or pleasure of each individual in aggregate to determine if an action or rule is right or wrong based on weather the outcome results in achieving the greatest happiness for the greatest number of people (350). Mill’s Greatest Happiness Principle is not measured in the same way that Bentham’s Utilitarian calculus measured the GHP. Mill was concerned with the fact that there are different types of pleasures in this life that should be considered when making moral decisions. He felt that Utilitarianism could â€Å"maintain consistency† while taking the â€Å"higher ground† he explains, it is quite compatible with the principle of utility to recognize the fact, that some kinds of pleasure are more desirable and more valuable than others† (315). Fundamentally, Mill thinks it’s important that â€Å"quality is considered as well as quantity† of pleasures when calculating the GHP (315). He had concerns with Bentham’sShow MoreRelatedUtilitarianism : The Utilitarian Moral Theory Essay968 Words   |  4 PagesUtilitarianism-Module 5 1. In its general form, what is the utilitarian moral theory? In its general form, the utilitarian moral theory advocates that an action is morally right if it serves the greatest good for the greatest amount of people. 2. What is hedonism, and what is hedonistic utilitarianism? And, what was Epicurus s view about pleasure? Hedonsim is the principle that suggests that pleasure is the motivator of one’s life and hedonistic utilitarianism is when ethics is determinedRead MoreSimilarity Between Religion And Utilitarianism813 Words   |  4 Pagesand utilitarian, religion is not utilitarian. The basic idea of utilitarianism is hat actions are judged according to their consequences and the relevant consequence of every action is happiness. There is a similarity between religion and utilitarianism. For example, love includes wanting happiness and religious principles such as loving others the way you love yourself and doing to others what you expect them to you are founded on utilitarian principles. The ultimate goal for a utilitarian is happinessRead MoreAn Introduction to the Principles of Morals and Legislation by Jeremey Bentham.1026 Words   |  5 PagesUtilitarianism is based on the principle of utility .Utility is the ability to be useful while satisfying needs. Utilitarianism is generally con sidered a moral theory that was found by Jeremey Bentham, a 19th century English philosopher and a social reformer. In 1923, he wrote a book called An Introduction to the Principles of Morals and Legislation. Bentham idea was to understand the concept of happiness and that it is the definitive goal to all human beings. Bentham believes in a principle in which humans shouldRead MoreUtilitarian Perspective On Feminism1563 Words   |  7 PagesA Utilitarian Perspective on Women’s Rights John Stuart Mill’s discussion of the subjection of women leaves many scholars regarding him as one of the first feminist philosophers of his time. His work analyzes and questions the everyday perspectives on women’s rights, and challenges common societal notions. Many philosophers today look to his work for a variety of reasons; some applaud his work for being ahead of it’s time. 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Utilitarianism John S. Mill describes Utilitarianism, also known as â€Å"The greatest happiness principle†, as a philosophical theory of morality. This theory focuses on the end result, rather than the motive behind it, which makes it a consequential theory. ItRead MoreEthics Is A Theory Of Proper Moral Conduct1276 Words   |  6 Pageswrong are opinions and those opinions vary from cultures. This argument is not valid for cultural relativism. Just because different cultures have different moral codes, it does not follow that there is no objective truth for morality. Some of Rachels s arguments for moral relativism are: if different cultures have different morals, then there is no universal moral truth. Then he states that different cultures do have different moral codes. Therefore, there are no moral truths. 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Dr. Romach Case - 1058 Words

The Prominent Dr. Rombach Case #1 Background John Cannon graduated from a prestigious West coast university where he majored in international business and had been a very successful biotechnology market analyst early in his career. He then joined and became a manger for (IML) International Medical Laboratories, a large biomedical equipment company managing the German subsidiary. IML specializes in expensive, high quality heart and lung machines that are used during open heart surgery. John’s job title was that of a manager and he was to be in charge of marketing their line internationally, he targeted Europe. John is visiting Salzburg, Austria for a meeting with Dr. Hans Rombach in hopes to try and sell their machine to the†¦show more content†¦John will hope that Dr. Rombach will have seen what a great machine it is and the money he could save my purchasing their equipment. At least this way he would still have his good morals and ethics, and his company wouldn’t fire him for going against their company’s policy on international bribes. Solution There really is only one solution here. That John should not take the bribe. It goes against your personal beliefs and against company policies. It really isn’t worth your own integrity or worth losing your job to try and land a deal that you know is wrong. If the doctor wants the machine because he knows it’s a good machine and at a great price, he knows where to find John and purchase these machines. Implementation In order for John to make this happen he must be true to himself and to International Medical Laboratories. The best way for John to do this is he needs to call him when he gets back to the office and let him know that he will not be making a contribution to his research but would love for him to take advantage of their machines and how great they are. If the famous Dr. Rombach want to purchase their machine because he knows it’s a great system and will do wonders for his patients and save him money then that’s great, but IML will not do anything unethical to make a deal. Conclusion John headed out to Austria in hope to get the famous doctor to buy his machines. He was tested by a hard choice; does he make a $25,000 contribution,

Strategy paper free essay sample

The two cases, New Town Council and Castle Press, illustrate the process of strategy development within different organisational contexts. Both cases are based on the views of the strategy development process as seen by members of the respective top management teams. The Castle Press case describes how five members of the top management team view the process. Both cases are con ­ structed around two general themes. The process of strategy development and the organisational context in which it takes place. The two cases illustrate differences in the strategy development process, demonstrating that the pro ­ cess of managing strategy development in one organisation may not be the same as, or necessarily appropriate to, managing strategy development in another organisation. I am not a commanding manager. I seek consensus, I am methodological, Im a planning type of manager. MANAGING DIRECTOR Castle Press is a specialist publisher of educational materials and the largest subsidiary of a significant, UK-based publishing and media group. Despite the companys long history in the UK and a strong tradition in its specialist field, it markets its products and related services to an increasingly global audience. Castle Press is the largest company of those in the corporate group, with 200 people working from the UK office creating an annual turnover of ? 30m in 1995 and accounting for more than 40 per cent of total group revenue. CHANGING TIMES For more than a decade, prior to 1995, Castle Press was the market leader in its field, but it had slipped into second place. This change in market status provided a new incentive for organisational change, after a long period of relative internal stability (some now say, complacency). Internal dete1mination to regain market dominance was supported by a new strong message from corporate headquarters to go for growth, with the stated objective of doubling turnover by the year 2000. Because we didnt change in the past, now we are having to make major changes. We were locked into the past and into the way we did things before. If an area had a certain level of This case study was prepared by A. Bailey and J. Verity, Cranfield School of Management. it is intended as a basis for class discussion and not as an illustration of either good or bad management practice.  © A. Bailey and J. Verity, 1996. resources one year, it would get more of the same next year. That was the business approach, more of the same and building on what we already had. PUBLISHING DIRECTOR We have been too conservative, too slow to respond to the market, too conservative in the way we progress careers, too slow to embrace new technology. MANAGING DIRECTOR MARKETS Castle Press found the global market place to be increasingly challenging. Since the late 1980s the com ­ pany had been exposed to recession-bound Europe, the growth prospects of the Pacific Rim and newly opened communist countries, and the highly volatile and regulation-prone South American markets. Overall, demand for its products was growing, but competition was strong and the competitive map was also changing. From an intemational perspective the market is becoming more competitive as the result of smaller companies being bought-up by (mainly) UK and American groups whose aspirations are to become truly global. As far as the local perspective is concerned, were getting ferocious competition, as we have done for many years, but it is now in our core markets from local publishers who are becoming experts in producing this material, and they are becoming more effective because theyre learning the tricks. MARKETING DIRECTOR IN The top management team (TMT) consisted of five executive directors (the managing director, finance director, publishing director, marketing director and production director) and one non-executive dir ­ ector from the corporate group. With the exception of the finance director (who was relatively new to the organisation), all TMT members were promoted from the business, either from within the subsidiary or from the group. Only two years before, however, the team was much bigger: Two years ago, inherited a TMT of twelve people. It was impossible to discuss strategy with that number of people. Six months later, three key people and myself retreated for a few days and thought about what we needed rather than what we had. The outcome was implemented about eighteen months ago. We now have a TMT of six people and the focus of our meetings is higher level discussions and strategic planning. MANAGING DIRECTOR As a group, the TMT thought that they were compatible and rarely in conflict with each other. The col ­ lective criticism of team meetings was the danger that discussions gravitated towards the operational rather than the strategic, since this was the one time that team members found themselves together in one place at one time. The finance director (only two years with Castle Press) noted that he could bring a different contribution to the teams discussion: I think we were very internally focused. It is easier when you come from outside the organisation and from this position I can be constructive. Im the only person on the Team who hasnt been with Castle Press for the past twenty years, so I do have some useful external benchmarks. FINANCE DIRECTOR A TRADITION OF PLANNING Planning had a long history at Castle Press and was an established part of the yearly routines of the TMT. The five-year planning horizon did, however, have its critics, as did the emphasis and reliance on the planning process: We have a five-year business plan. We revise it every year, so its ongoing. It is continuous, changing annually as we progress. PRODUCTION DIRECTOR The strategy process is mainly planning. But because we are dealing with global markets and there are always things happening, like economic changes in various parts of the world, we have to react to these rather than plan for them! We might be able to plan that something could happen; but to predict when and where is not so easy we have to react to these external influences. PUBLISHING DIRECTOR We are commissioning new books now that will reach a peak of sales in the year 2000. So I think there is too much emphasis on the shmt term. We need to force ourselves to think longer term, not just five years down the line. MARKETING DIRECTOR In my view, the information for strategy development tends to be more informal than formal. We are not very good at collating centrally what is key information about the external environment. It tends to be much more in peoples heads rather than having a resource that can be consulted and information taken from there. PUBLISHING DIRECTOR A PARENTAL DRIVE FOR PLANNING The strong emphasis on planning, while driven from within Castle Press, was reinforced by the corpor ­ ate group. At this group level, a recent change in TMT make-up had changed the style of downward communication to Castle senior management. New planning formats were being imposed with clearer monitoring and review systems. In general, the Castle top team looked on these changes favourably, but also felt that strategy was a very downward (rather than upward) process and that there was a lot of time spent making plans. The group require each of their Strategic Business Units [SBUs] to prepare a strategic planning document, once every two years. Derived from that is the operating plan, and from that the budgets. The group have actually imposed a new strategic planning and implementation structure, which we think is going to work very well. For once we agree with what our parent company has said. What is good about the new planning system is that it provides us with a clear evaluation document that we can use in the future to measure whether weve done what we said we would do, whether its been successful or not. MANAGING DIRECTOR However, despite a clear requirement for planning from corporate headquarters, what was planned was largely down to the Castle Press team. Where parental constraint was obvious, it was in the financial demands made by the parent and in agreeing budgets and profit expectations. Apart from the go for growth message, no one limits what we can do, anything can be considered. One of the key things is that our part of the business is very profitable and cash generative. We are also big relative to the other parts of the group. These factors allow us a lot of freedom. FINANCE DIRECTOR The group do constrain us in the level of profit they demand. They have the power to tell us to make 5% or 15% profit this year; this limits what we can do. The divisional structure does mean we operate in a fairly well-defined area of operation. When we have suggested operating outside these areas, we have been told it is not our responsibility. So while there is a lot of discussion about going for growth and being entreprenemial, there are constraints placed on individual business units which perhaps go against that. MARKETING DIRECTOR A Formal planning activities were associated with more informal team needs, such as the need to arrive at a consensus, coupled with a strong sense of community, respect and belonging. Once agreed at this level, the strategy was cascaded down through the organisation and more consensus was sought from employees. Without this, the TMT argued, little of the plan would be implemented. I think there is an element of tradition. We have our plans every year, we continue to do them every year, and I think its also a reflection of the function of doing everything by consensus, and the planning approach we take here is very much about developing a consensus view. PUBLISHING DIRECTOR We are very consensual and we like to debate everything and then reach an agreement. If somebody is in disagreement with something, it is unlikely that it will proceed very far. PRODUCTION DIRECTOR Because we employ people who are intellectual and academic, we take into account that they will have strong opinions on how the business is run and ignoring them will mean trouble. It is the nature of the people we employ that means that we have to have a more consensual and sensitive approach to management. At the beginning of this year we decided within our management board what our key objectives were. We took twenty of our senior managers away for two days and spent time explaining our key strategies. Then we asked them to work out action plans for how they would implement those strategies within the units. This is important because we have had problems with implementation before. We assumed that senior managers understood what we were trying to do after a short briefing! Now we are involving the senior guys more. This is a very traditional and conservative division and people are resistant to change, so we spend a lot of time trying to get people thinking in a different way. MANAGING DIRECTOR AND Because of the drive towards consensus, the issues of power and politics were not seen as very strong, although they were not absent: I dont think there is really any conflict. I think there are differences- we all know where were trying to get, but the difference is about how we should get there. PUBLISHING DIRECTOR At board level I think we are quite well balanced power wise; people respect each other. I dont see that there is any one dominant player. However, influence comes about because of the business were in- publishing and selling your product. So it is these groups who have influence at the end of the day decisions come down in their favour rather than on the processing side like my department. My area is only here on sufferance, because they need the product to be produced. PRODUCTION DIRECTOR CULTURAL INFLUENCES Employees at Castle Press were proudly professional and passionate about publishing quality books the best in their specialist area. These commonly shared values about their trade directed strategy by keeping Castle Press away from certain areas of business and certain markets. There is a strong feeling here and within the group of we have always done things this way. It is an even stronger culture in Castle Press where, in its specialist area of publishing, it is very much in a world of its own. I think people in this area of publishing around the world are just a family apart from the rest. They are very committed to this area rather than to publishing. I think people have this work in their blood and that is one of the things that gives it a very strong culture. Wherever you go worldwide, we get sucked into that culture. PRODUCTION DIRECTOR Long service among the workforce was common in Castle Press. This helped to reinforce the common culture of the organisation. Even when new people were recruited from outside the organisation, the tendency was that these were selected from the publishing arena and publishing houses which were very similar to Castle Press. In the top management team and more generally, we are limited [in terms of experience] to Castle and then to a slightly wider level of publishing. We have deliberately recruited people who dont have any experience in either, but there arent many of them at the moment. PUBLISHING DIRECTOR I think our strategy is principally historical, to some extent dictated by our wish to be the number one and our assumption that we can be that. In order to be number one, we have got to have fairly high objectives and to some extent that assumption dictates the overall strategy that weve got to be a major player wherever we operate. There are accepted industry ways of producing, selling and promoting materials in our business. There are common strategies, and following these is only restrained by size ­ the bigger and closer in size the competitors are to us, the more similar the strategies are. MARKETING DIRECTOR REACTING TO A CHANGING ENVIRONMENT While there had been a strong focus on strategy development through planning processes, the changing nature of the operating environment, changes in economic conditions and the speed of environmental change were dictating a different response from the organisation. Exploring Corporate Strategy by Johnson, Scholes Whittington 5 This incremental approach thats what we re getting more of now and its because the environment is changing. New opportunities are arising. Before, we never really took them. Over the last couple of years we have started to take more risks in the hope that they will work. We try to set things up in a way where we can keep it low key and we can withdraw if it doesnt work, but if it looks as if its a success, we can build on it. PUBLISHING DIRECTOR I think that we should experiment more and when theres