Themes in AP U. S. History The U. S. History Development Committees notes about the themes The themes listed in this section are designed to encourage. Its nothing short of corporate suicide to believe in the traditional hetero family. Look at the former CEO of Firefox who was literally thrown into the. The Fair Deal was an ambitious set of proposals put forward by U. S. President Harry S. Truman to Congress in his January 1949 State of the Union address. Deal and Kennedy model of organisational culture. Deal and Kennedys 1982 model, based on two dimensions, suggested that the biggest single influence on a. Linking organizational culture, structure, strategy, and organizational effectiveness Mediating role of knowledge management. The concept of corporate sustainability has gained importance in recent years in both organizational theory and practice. While there still exists a lack of clarity. New Deal Wikipedia. The New Deal was a series of federal programs, public work projects, and financial reforms and regulations, enacted in the United States during the 1. Great Depression. These programs included support for the farmers, the unemployed, the youth, and the elderly, as well as the new constraints and safeguards on the banking industry and changes to the monetary system. Most programs were enacted at different stages between 1. They included both laws passed by Congress as well as presidential executive orders, most during the first term of the Presidency of Franklin D. Rowena_Jacobs/publication/233536673/figure/fig2/AS:341321651900419@1458388831664/Fig-3-Frequency-distribution-of-culture-type-by-star-rating-T1.png' alt='Deal And Kennedy Corporate Culture Pdf Free' title='Deal And Kennedy Corporate Culture Pdf Free' />Roosevelt. The programs focused on what historians refer to as the 3 Rs, Relief, Recovery, and Reform relief for the unemployed and poor, recovery of the economy back to normal levels, and reform of the financial system to prevent a repeat depression. The New Deal produced a political realignment, making the Democratic Party the majority as well as the party that held the White House for seven out of the nine Presidential terms from 1. With its base in liberal ideas, the South, traditional Democrats, big city machines, and the newly empowered labor unions and ethnic minorities. The Republicans were split, with conservatives opposing the entire New Deal as an alleged enemy of business and growth, and liberals accepting some of it and promising to make it more efficient. The realignment crystallized into the New Deal Coalition that dominated most presidential elections into the 1. Congress from 1. 93. By 1. 93. 6 the term liberal typically was used for supporters of the New Deal, and conservative for its opponents. From 1. Roosevelt was assisted in his endeavors by a pro spender majority in Congress drawn from two party, competitive, non machine, Progressive, and Left party districts. In the 1. 93. 8 midterm election, Roosevelt and his liberal supporters lost control of Congress to the bipartisan conservative coalition. Many historians distinguish between a First New Deal 1. Second New Deal 1. The First New Deal 1. Emergency Banking Act and the 1. Banking Act. The Federal Emergency Relief Administration provided 5. Civil Works Administration CWA gave locals money to operate make work projects in 1. The Securities Act of 1. The controversial work of the National Recovery Administration was also part of the First New Deal. The Second New Deal in 1. Wagner Act to protect labor organizing, the Works Progress Administration WPA relief program which made the federal government by far the largest single employer in the nation,5 the Social Security Act, and new programs to aid tenant farmers and migrant workers. The final major items of New Deal legislation were the creation of the United States Housing Authority and Farm Security Administration FSA, which both occurred in 1. Fair Labor Standards Act of 1. The FSA was also one of the oversight authorities of the Puerto Rico Reconstruction Administration, which administered relief efforts to Puerto Rican citizens affected by the Great Depression. The economic downturn of 1. AFL and CIO labor unions led to major Republican gains in Congress in 1. Conservative Republicans and Democrats in Congress joined in the informal Conservative Coalition. By 1. 94. 24. 3 they shut down relief programs such as the WPA and Civilian Conservation Corps CCC and blocked major liberal proposals. Roosevelt turned his attention to the war effort, and won reelection in 1. The Supreme Court declared the National Recovery Administration NRA and the first version of the Agricultural Adjustment Act AAA unconstitutional, however the AAA was rewritten and then upheld. As the first Republican president elected after Franklin D. Roosevelt, Dwight D. Eisenhower 1. 95. New Deal largely intact, even expanding it in some areas. In the 1. Lyndon B. Johnsons Great Society used the New Deal as inspiration for a dramatic expansion of liberal programs, which Republican Richard M. Nixon generally retained. After 1. 97. 4, however, the call for deregulation of the economy gained bipartisan support. The New Deal regulation of banking GlassSteagall Act was suspended in the 1. Many New Deal programs remain active, with some still operating under the original names, including the Federal Deposit Insurance Corporation FDIC, the Federal Crop Insurance Corporation FCIC, the Federal Housing Administration FHA, and the Tennessee Valley Authority TVA. The largest programs still in existence today are the Social Security System and the Securities and Exchange Commission SEC. OriginseditThe phrase New Deal was coined by an adviser to Roosevelt, Stuart Chase. Mark Twain in A Connecticut Yankee in King Arthurs Court. Economic collapse 1. USA annual real GDP from 1. Great Depression 1. Unemployment rate in the US 1. Great Depression 1. From 1. 92. 9 to 1. Prices fell by 2. Unemployment in the U. S. increased from 4 to 2. Additionally, one third of all employed persons were downgraded to working part time on much smaller paychecks. In the aggregate, almost 5. Before the New Deal, there was no insurance on deposits at banks. When thousands of banks closed, depositors lost their savings. At that time there was no national safety net, no public unemployment insurance, and no Social Security. Relief for the poor was the responsibility of families, private charity, and local governments, but as conditions worsened year by year, demand skyrocketed and their combined resources increasingly fell far short of demand. The depression had devastated the nation. As Roosevelt took the oath of office at noon on March 4, 1. Americans had little or no access to their bank accounts. The unemployment rate was about 2. Farm income had fallen by over 5. An estimated 8. 44,0. Political and business leaders feared revolution and anarchy. Joseph P. Kennedy, Sr., who remained wealthy during the Depression, stated years later that, in those days I felt and said I would be willing to part with half of what I had if I could be sure of keeping, under law and order, the other half. New Deal 1. 93. 33. Upon accepting the 1. Democratic nomination for president, Franklin Roosevelt promised a new deal for the American people. Throughout the nation men and women, forgotten in the political philosophy of the Government, look to us here for guidance and for more equitable opportunity to share in the distribution of national wealth. I pledge myself to a new deal for the American people. This is more than a political campaign. It is a call to arms. Roosevelt entered office without a specific set of plans for dealing with the Great Depression so he improvised as Congress listened to a very wide variety of voices. Among Roosevelts more famous advisers was an informal Brain Trust a group that tended to view pragmatic government intervention in the economy positively. His choice for Secretary of Labor, Frances Perkins, greatly influenced his initiatives. Her list of what her priorities would be if she took the job illustrates a forty hour workweek, a minimum wage, workers compensation, unemployment compensation, a federal law banning child labor, direct federal aid for unemployment relief, Social Security, a revitalized public employment service and health insurance. The New Deal policies drew from many different ideas proposed earlier in the 2. Assistant Attorney General Thurman Arnold led efforts that hearkened back to an anti monopoly tradition rooted in American politics by figures such as Andrew Jackson and Thomas Jefferson. Supreme Court Justice Louis Brandeis, an influential adviser to many New Dealers, argued that bigness referring, presumably, to corporations was a negative economic force, producing waste and inefficiency. However, the anti monopoly group never had a major impact on New Deal policy. Other leaders such as Hugh S. Management perspective and practice 3. Handys four types of organisational cultures Open. Learn Open University. Another model of culture, popularised by Charles Handy 1. Harrison 1. 97. 2 also presents organisational cultures as classified into four major types the power culture, the role culture, the task culture, and the person or support culture. Handys approach may help you understand why you have been more comfortable in some organisations than others. Interestingly, although Handy chooses to talk about culture, he shows the structures associated with his culture types. This may be because of the difficulty of drawing something as diffuse as culture, but it also reinforces the fact that culture and structure are interrelated. Power culture. Handy illustrates the power culture as a spiders web see Figure 1. The closer you are to the spider, the more influence you have 1. Organisations with this type of culture can respond quickly to events, but they are heavily dependent for their continued success on the abilities of the people at the centre succession is a critical issue. They will tend to attract people who are power orientated and politically minded, who take risks and do not rate security highly. Control of resources is the main power base in this culture, with some elements of personal power at the centre. Size is a problem for power cultures. They find it difficult to link too many activities and retain control they tend to succeed when they create new organisations with a lot of independence, although they usually retain central financial control. This type of culture relies heavily on individuals rather than on committees. In organisations with this culture, performance is judged on results, and such organisations tend to be tolerant of means. They can appear tough and abrasive and their successes can be accompanied by low morale and high turnover as individuals fail or opt out of the competitive atmosphere. Working in such organisations requires that employees correctly anticipate what is expected of them from the power holders and perform accordingly. If managers get this culture right, it can result in a happy, satisfied organisation that in turn can breed quite intense commitment to corporate goals. Anticipating wrongly can lead to intense dissatisfaction and sometimes lead to a high labour turnover as well as a general lack of effort and enthusiasm. In extreme cases, a power culture is a dictatorship, but it does not have to be. Stop and reflect. By signing in and enrolling on this course you can view and complete all activities within the course, track your progress in My Open. Learn. and when you have completed a course, you can download and print a free Statement of Participation which you can use to demonstrate your learning. Click on SIGN IN to enrol to get started. You can find out more about registering and Open. Learn in our FAQs. Role culture. The role culture can be illustrated as a building supported by columns and beams each column and beam has a specific role to playing keeping up the building individuals are role occupants but the role continues even if the individual leaves. This culture shares a number of factors in common with Webers description of the ideal type bureaucracy. This type of organisation is characterised by strong functional or specialised areas coordinated by a narrow band of senior management at the top and a high degree of formalisation and standardisation the work of the functional areas and the interactions between them are controlled by rules and procedures defining the job, the authority that goes with it, the mode of communication and the settlement of disputes. Position is the main power source in the role culture. Operating System By Milan Milenkovic Pdf. People are selected to perform roles satisfactorily personal power is frowned upon and expert power is tolerated only in its proper place. Rules and procedures are the chief methods of influence. The efficiency of this culture depends on the rationality of the allocation of work and responsibility rather than on individual personalities. This type of organisation is likely to be successful in a stable environment, where the market is steady, predictable or controllable, or where the products life cycle is long, as used to be the case with many UK public sector bodies. Conversely, the role culture finds it difficult to adapt to change it is usually slow to perceive the need for it and to respond appropriately. Such an organisation will be found where economies of scale are more important than flexibility or where technical expertise and depth of specialisation are more important than product innovation or service cost for example, in many public service organisations. For employees, the role culture offers security and the opportunity to acquire specialist expertise performance up to a required standard is rewarded on the appropriate pay scale, and possibly by promotion within the functional area. However, this culture is frustrating for ambitious people who are power orientated, want control over their work or are more interested in results than method. Such people will be content in this culture only as senior managers. The importance of Handys role culture is that it suggests that bureaucracy itself is not culture free. Stop and reflect. By signing in and enrolling on this course you can view and complete all activities within the course, track your progress in My Open. Learn. and when you have completed a course, you can download and print a free Statement of Participation which you can use to demonstrate your learning. Click on SIGN IN to enrol to get started. You can find out more about registering and Open. Learn in our FAQs. Task culture. Task culture is job or project oriented, and its accompanying structure can be best represented as a net see Figure 2. Some of the strands of the net are thicker or stronger than others, and much of the power and influence is located at the interstices of the net, at the knots. Task cultures are often associated with organisations that adopt matrix or project based structural designs. The emphasis is on getting the job done, and the culture seeks to bring together the appropriate resources and the right people at the right level in order to assemble the relevant resources for the completion of a particular project. A task culture depends on the unifying power of the group to improve efficiency and to help the individual identify with the objectives of the organisation. So it is a team culture, where the outcome of the teams work takes precedence over individual objectives and most status and style differences. Influence is based more on expert power than on position or personal power, and influence is more widely dispersed than in other cultures. Task culture depends on teamwork to produce results. Groups, project teams or task forces are formed for a specific purpose and can be re formed, abandoned or continued. The organisation can respond rapidly since each group ideally contains all the decision making powers required. One example of a task culture is NASA, the US space agency, which in the 1. Individuals find that this culture offers a high degree of autonomy, judgment by results, easy working relationships within groups and mutual respect based on ability rather than on age or status. The task culture is therefore appropriate when flexibility and sensitivity to the market or environment are important, where the market is competitive, where the life of a product is short andor where the speed of reaction is critical. Against this must be set the difficulty of managing a large organisation as a flexible group, and of producing economies of scale or great depth of expertise. Control in these organisations can be difficult.