...Americans were unemployed as the rate was at 25%. In 1932, the US got a new president, Franklin Delano Roosevelt. He promised to help the nation with Relief, Recovery and Reform. He promised a New Deal. He did succeed in Relief and Reform as he calm the people with his Firesides. Also with fixing the government and provided jobs. He did not completely succeed in fixing the economy. Beside the new deal not fixing the economy completely, it failed on being equal to everyone at first. Although the New Deal did not solve the economic problem completely and was racially unfair at first, it did succeed in providing jobs and fixing the government....
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...FDR’s New Deal and Court Packing Scheme Franklin D. Roosevelt came into presidency in 1933, during the Great Depression, and created the New Deal. The New Deal is a number of programs and acts Roosevelt’s passed to address the aftermath of the Great Depression. The New Deal is broken up into sections also known as the three R’s: relief, recovery, reform. Each section had a different goals to try an help America get back on its feet. The Relief aspect of the New Deal focused on taking immediate action to end the deterioration of the economy. The Tennessee Valley Authority was one of the most famous and successful programs that was created to help ease the economic hardship. This agency brought electricity to rural areas that could not afford electricity power lines, taught better farming methods, replanted trees, and built dams. This was one of the most successful programs because it related prosperity in a poverty stricken area. Furthermore, the Emergency Banking Act intended to restore public confidence in banks by allowing the government to examine all banks. It helped set the nation’s banking system right. On the other hand, the Federal Emergency Relief Act was not completely...
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...Ingenuity, shows us how companies around the world have been innovating. It is important to understand what ingenuity really means. It is defined as the quality of being ingeniously inventive, creative, and practical; inventiveness. The chapter starts out with the quote, “When people ask me ‘What is your competitive advantage?’ I say, ‘The quality of our engineers.’” This was stated by Mauricio Botelho, President and CEO of Embraer (A successful Brazilian aircraft manufacturer) from 1995 to 2007. John Engler, president of the National Association of Manufacturers, in 2005 said that the United States is and remains on being the world’s frontrunner in innovation. He emphasizes that other countries are advancing in technology as enthusiastically as we are and that therefore we cannot assume we are safely ahead of the world. Throughout the chapter we are shown how challengers have been investing in innovation by capitalizing in research and development. Some examples included are companies like ZTE, a Chinese telecom equipment maker that spent 12% of its $3 billion 2006 revenue on research and development. In accordance to VentureOne, Venture capitalists invested $1.89 billion in Chinese companies in 2006. In total, from 2005 to 2006 there was a 34% increase in investments in Chinese information technology firms. Governments are also becoming aware of how important innovation is when it comes to modernization. For example, the Russian President’s, Vladimir Putin, New Deal consisted of $1...
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...He has won 5 NBA championships with Los Angeles Lakers in a 20-year career spent the Lakers. In the admits of his rape allegations in 2003, Nike did not terminate his deal which every other sponsor did terminate his contract (saving face of sponsorship 2004). his contract with Nike after joining was worth $ 40 million dollars. In a top10 highest earning athletes list by Forbes in 2010, Bryant was ranked 3rd with $48millon. According to a top 10 lists by Nike in the same category in 2014 (tmsplug.com 2014), Bryant earns the same amount as Ronaldo but is the lowest ranked basketball player on the list behind Kevin Durant, LeBron James and Michael...
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...The book being reviewed for this essay is titled A Question of Identity: Iberian Converso’s in Historical Perspective, written by Renee Levine Melammed. It is divided into eight different chapters that deal with the complicated relationship between Christians, Converso’s, and the Jews of the Iberian Peninsula. The plan of forced conversions in 1391 was indeed successful, but nobody was prepared for the aftermath of what transpired. How to deal with the massive influx of converts into Christianity was an enormous problem, and the question of identity became the central area of concern. As one will see, religious incentive was the dominant motivator for forcible conversion that ultimately led to the problematic question of identity amongst the...
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...Alex Jones Assess the view that the New Deal promised so much but achieved little of real substance. Franklin D. Roosevelt took over as President during a difficult time, not helped by the failings of the previous incumbent, President Hoover. In his inaugural address he revealed his aims as to what he hoped to achieve with the New Deal. FDR’s aim was to achieve an economic recovery in order to stabilise the nation once again, hopefully returning to the economic prosperity of the 1920’s. However, historians often debate whether he achieved what he set out to do with his reforms, as unemployment was still present throughout his tenure, and social and economic development across all the states remained unequal. Despite the first one hundred days of the New Deal supposedly creating “an organised nation confident of their power to provide for their own”, criticism has been aimed at it claiming, “The New Deal, rather than helping to cure the Depression, actually helped to prolong it.” Despite these claims, others have praised the program saying that the reforms brought “structural stability and social security” to the nation. To evaluate these conflicting opinions, one must analyse the different areas that FDR focussed on which were: unemployment, redistribution of wealth, economic recovery and development of the Nation itself. 405 405 In the opening of FDR’s inaugural address he says that the “primary task is to put people to work”. In 1933 FDR quickly introduced three key...
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...TRANSACTION SERVICES Doing Deals in Tough Times Best Practices of Leading M&A Teams ADVISORY Doing Deals in Tough Times 1 Tough Times Ahead Although 2007 was a record-setting year for global mergers and acquisitions (M&A), the current credit market suggests that conditions will become significantly more challenging for acquirers in the immediate future. Banks and other financial institutions have been particularly hard hit –analysts estimate that sub prime losses could reach $400 billion, and with their balance sheets in disarray, banks have not been eager to fund new transactions. Investor’s Business Daily estimates that sponsor deal volume will fall 30 percent in 2008 and strategic deals will fall 10 percent. Because of these conditions, lenders are now imposing tougher hurdles on dealmakers and forcing them to better articulate and justify their future expected cash flows. Of course, even in tough times companies will continue to make acquisitions. However, today’s difficult financial environment will put added pressure on companies to succeed. Companies that are fortunate enough to finance their deals will understand that they have a smaller margin of error. Managers who are relying on new synergies will find themselves racing against the clock to prove that their value proposition is real and to satisfy the terms being enforced by lenders. In addition, the softer economic times will further challenge acquirers to capture new revenue synergies, which...
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...merge has escalated steadily over the past decade. In 2000 alone there were 9,472 merger and acquisition transactions in the United States — a new record. Although this rush to the altar may have been grounded in solid synergistic potential, all too many of these marriages quickly faltered. Booz •Allen & Hamilton recently conducted a study of deals that closed in 1997 and 1998 and discovered that 53 percent of the deals had failed to deliver their expected results. Although senior executives devote exhaustive hours to striking the right deal, it is merely the beginning of the long and tortuous merger integration process. In fact, structuring a deal is relatively easy; implementing one is nothing short of heroic. As an executive presiding over a newly merged company, you are inundated with competing priorities and demands. But the most important questions before you are these: • How do you deliver on the value you promised shareholders and investors while simultaneously “keeping the wheels on the business”? • In the wake of a merger, how do you successfully integrate operations while maintaining your focus on customers? Although no one-size-fits-all formula can apply to every company’s unique situation, in our experience four principles are the key to success in merger integration. They all start with the CEO — before the deal closes. • Communicate a shared vision for value creation. • Seize defining moments to make explicit choices and trade-offs. • Simultaneously...
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...Peter Demerjian 02/24/2013 ACT 563 Course Project General Electric (GE) Table of Contents Phase 1 Initial Survey and Engagement Development Pages 1-4 Phase 2 Planning Phase Pages 4-8 Phase 3 Work Program Phase Pages 8-12 Phase 4 Field Work Phase Pages 12-19 Phase 5 Findings and Recommendations Pages 19-20 General Electric (GE) seems to be a very high profited company which seems to be growing in profitability based on the way they do business and how they train their employees to be the best at what they do. Based on the articles I have read GE prides itself in training and leading its employees to grow and mature. The culture seems very open to smart and talented business professionals. “If businesses managed their money as carelessly as they manage their people, most would go bankrupt.& The authors believe that for a CEO it is in your and your company's best interest to know what your employees are capable of. This is done by having a file on each employee - not just the basic information, but having interviews with colleagues and superiors. An example is the CEO of General Electric's appliance wing, Larry Johnston. When he decided to quit, the heads of General Electric knew exactly who the candidates were to replace him. On the same day General Electric announced his resignation they also announced his replacement. This is done through what Conaty explains as General Electric's Operating System which has three main phases: people; strategy; and operations...
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...primary objectives for M&A’s are to cut costs, broaden market shares or take advantage of each other’s synergies and most typically to accelerate growth. Yet several studies indicate that more than half of all M&A deals fail to meet management’s strategic, operational and financial objectives. The crux of the matter lies in the excessive focus on financial due diligence, risk assessments. Quite often, the people factor, i.e. issues that relate directly to people as workforce management and cultural integration, are left out of the due diligence process creating major challenges later during integration. In the past, HRM was expected to provide support in postintegration efforts, as well as increased business focus and knowledge to ensure that the full value of M&A deals is realized. For organizations, it important to believe in the fact that People are its key assets. However, today we realize that, mastering the softer issues is the hardest part of integration and has the strongest influence on an M&A’s long-term success. HRM professionals are expected to be ready to manage the people, opportunities and the risks associated in these transactions. Managing organizational change and business / culture integration requires more attention by Leadership and HRM to M&A deals. ______________________________________________________________________________ HRM in M&A By Ajit Kumar on May 18, 2013 2 Background Mergers and Acquisitions (M&A) is an aspect of corporate strategy...
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...hasn’t been in this sort of financial affliction since the Great Depression of 1929. In 1933, as an effort to “stop the drop” President Franklin D. Roosevelt offers an American solution to an American problem, the New Deal. Thus, to some extent, laying the foundation for President Barack Obama’s 2009 Economic Stimulus Plan, a plan designed to quickly jumpstart economic growth and save millions of jobs. Barack Obama once said, “I’m pledging to cut the deficit by half by the end of my first term in office.” As of then, 2009, the national debt was at $10 trillion, now in 2012 the outstanding national deficit has reached an outrageous $16 trillion. In 2009 President Obama signed the $789 trillion American Recover and Reinvestment Act that helped push our national debt 23 percent higher, to $13.2 trillion, a new record at that time. Many citizens will argue that Barack Obama’s Stimulus Plan did do better than they had anticipated, however it added an excessive amount to our national debt. Nevertheless, the US shouldn’t attack President Obama before one realizes how much was spent on funding for Franklin D. Roosevelt’s successful New Deals. At the start of FDR’s presidency in 1933 the US National Debt was $22.5 billion and at the end of it, 12 years later, the debt was at $258.5 billion. FDR even caused a so-called Roosevelt Recession after producing an austerity budget which reduced government spending; therefore, causing the economy to tumble. It wasn’t until World War II did...
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...objectives for M&A’s are to cut costs, broaden market shares or take advantage of each other’s synergies and most typically to accelerate growth. Yet several studies indicate that more than half of all M&A deals fail to meet management’s strategic, operational and financial objectives. The crux of the matter lies in the excessive focus on financial due diligence, risk assessments. Quite often, the people factor, i.e. issues that relate directly to people as workforce management and cultural integration, are left out of the due diligence process creating major challenges later during integration. In the past, HRM was expected to provide support in postintegration efforts, as well as increased business focus and knowledge to ensure that the full value of M&A deals is realized. For organizations, it important to believe in the fact that People are its key assets. However, today we realize that, mastering the softer issues is the hardest part of integration and has the strongest influence on an M&A’s long-term success. HRM professionals are expected to be ready to manage the people, opportunities and the risks associated in these transactions. Managing organizational change and business / culture integration requires more attention by Leadership and HRM to M&A deals. ______________________________________________________________________________ HRM in M&A By Ajit Kumar on May 18, 2013 2 Background Mergers and Acquisitions (M&A) is an aspect of corporate...
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...Course Project General Electric (GE) Table of Contents Phase 1 Initial Survey and Engagement Development Pages 1-4 Phase 2 Planning Phase Pages 4-8 Phase 3 Work Program Phase Pages 8-12 Phase 4 Field Work Phase Pages 12-19 Phase 5 Findings and Recommendations Pages 19-20 General Electric (GE) seems to be a very high profited company which seems to be growing in profitability based on the way they do business and how they train their employees to be the best at what they do. Based on the articles I have read GE prides itself in training and leading its employees to grow and mature. The culture seems very open to smart and talented business professionals. “If businesses managed their money as carelessly as they manage their people, most would go bankrupt.& The authors believe that for a CEO it is in your and your company's best interest to know what your employees are capable of. This is done by having a file on each employee - not just the basic information, but having interviews with colleagues and superiors. An example is the CEO of General Electric's appliance wing, Larry Johnston. When he decided to quit, the heads of General Electric knew exactly who the candidates were to replace him. On the same day General Electric announced his resignation they also announced his replacement. This is done through what Conaty explains as General Electric's Operating System which has three main phases: people; strategy; and operations and budgets.” (2)...
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...Ice Delights Case Study 1. Evaluate the “Deal” as it is presented in the case As outlined below, ICEDELIGHTS is willing to provide an acceptable option to the franchisees due to their inability to commit to the venture immediately. The revisions to the deal allow the franchisees flexibility in their timeline for raising capital and financing the deal. Regardless of the timeline, the situation presents a concern with the franchisees ability to raise the amount of capital required to open their first three stores in a timely manner. • ICEDELIGHTS did not want to be legally bound to the Florida franchise because they felt they might not have sufficient resources to accommodate the franchisees. • A deal was proposed that would provide the franchisee and franchisor security o Pay $200,000 up front for development fees and franchise fees for the first five stores o Pay $20,000 per store opened after the first five stores o Pay a 5% royalty on sales • ICEDELIGHTS would then allow the franchisees to use their brand name and product, would train the franchisees and one manager per store, and would provide support for finding locations and construction of the stores. • The deal would come with an option because of ICEDELIGHTS inability to commit to the Florida franchise up front o The franchisees would make a deposit of $75,000 up front o The remaining $125,000 up front charge would not be owed until ICEDELIGHTS provided...
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...The Art of Negotiation Goals & Objectives: To list examples that require successful negotiating skills in your personal and professional life To explain the elements of successful negotiation To describe the barriers to successful negotiation Outline: Elements of Successful Negotiation Preparation Preparation Goals Preparation Limits Communication Skills Active Listening Clarity Body Language Emotional Control Final Negotiations – Closing the Deal Final Tips Traits of a Great Negotiator Successful Techniques Unsuccessful Techniques Summary The Art of Negotiation Objectives: Successful negotiation is an art form that comes naturally to some, but must be learned by most. This module will discuss skills necessary to successfully negotiate goals and objectives in your personal and professional life. Skills will be broken down into specific elements that may enhance or impede any outcome. Introduction If we poll an audience and ask them for the first thought that comes to mind when they think of the term ‘negotiation’, the most often responses will include labor, contract or political negotiations. Yet negotiations play a major role in all aspects of our professional and personal lives.1 In the workplace we negotiate with our patients and their families and friends to obtain their full consent and cooperation. We negotiate with our peers, managers, physician staff and other healthcare workers, state and federal regulators and the list goes...
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