President Trumans Fair Deal of 1949

The Fair Deal was an extensive list of proposals for social reform legislation suggested by U.S. President Harry S. Truman in his State of the Union address to Congress on January 20, 1949. The term has since come to be used to describe the overall domestic policy agenda of Truman’s presidency, from 1945 to 1953. Key Takeaways: The "Fair Deal" The â€Å"Fair Deal† was an aggressive agenda for social reform legislation proposed by President Harry Truman in January 1949.Truman had initially referred to this progressive domestic policy reform program as his â€Å"21-Points† plan after taking office in 1945.While Congress rejected many of Truman’s Fair Deal proposals, those that were enacted would pave the way for important social reform legislation in the future. In his State of the Union Address, President Truman told Congress that that, â€Å"Every segment of our population, and every individual, has a right to expect from his government a fair deal.† The â€Å"Fair Deal† set of social reforms Truman spoke of continued and built on the New Deal progressivism of President Franklin Roosevelt and would represent the last major attempt by the Executive Branch to create new federal social programs until President Lyndon Johnson proposed his Great Society program in 1964. Opposed by the â€Å"conservative coalition† that controlled Congress from 1939 to 1963, only a handful of Truman’s Fair Deal initiatives actually became law. A few of the major proposals that were debated, but voted down, included federal aid to education, the  creation of a Fair Employment Practices Commission, repeal of the Taft–Hartley Act limiting the power of labor unions, and the provision of universal health insurance. The conservative coalition was a group of Republicans and Democrats in Congress who generally opposed increasing the size and power of the federal bureaucracy. They also denounced labor unions and argued against most new social welfare programs. Despite the opposition of the conservatives, liberal lawmakers managed to win approval of some of the less controversial measures of the Fair Deal. History of the Fair Deal President Truman first gave notice that he would pursue a liberal domestic program as early as September 1945. In his first postwar address to Congress as president, Truman laid out his ambitious â€Å"21-Points† legislative program for economic development and expansion of social welfare. Truman’s 21-Points, several of which still resonate today, included: Increases to the coverage and amount of the unemployment compensation systemIncrease the coverage and amount of the minimum wageControl the cost of living in a peacetime economyEliminate federal agencies and regulations created during World War IIEnact laws ensure full employmentEnact a law making the Fair Employment Practice Committee permanentEnsure sound and fair industrial relationsRequire the U.S. Employment Service to provide jobs for former military personnelIncrease federal assistance to farmersEase restrictions on voluntary enlistment in the armed servicesEnact broad, comprehensive and non-discriminatory fair housing lawsEstablish a single federal agency dedicated to researchRevise the income tax systemEncourage the disposal through sale of surplus government propertyIncrease federal assistance for small businessesImprove federal assistance to war veteransEmphasize conservation and protection of natural in federal public works programsEncourage foreign post-war reconstructio n and settlements of Roosevelt’s Lend-Lease ActIncrease wages of all federal government employeesPromote the sale of surplus wartime U.S. naval vesselsEnact laws to grow and retain stockpiles of materials essential to the future defense of the nation Expecting lawmakers to take the lead in drafting the bills necessary to implement his 21-Points, Truman did not send them to Congress. Focused at the time on dealing with rampant inflation, the transition to a peacetime economy, and the growing threat of Communism, Congress had little time for Truman’s social welfare reform initiatives. Despite the delays and opposition from the conservative Republican majority in Congress, Truman persisted, continuing to send them an ever-increasing number of proposals for progressive legislation. By 1948, the program that had begun as the 21-Points had come to be known as the â€Å"Fair Deal.†Ã‚   After his historically unexpected victory over Republican Thomas E. Dewey in the 1948 election, President Truman repeated his social reform proposals to Congress referring to them as the â€Å"Fair Deal.† Highlights of Truman’s Fair Deal Some of the major social reform initiatives of President Truman’s Fair Deal included: A national health insurance planFederal aid to educationAbolition of poll taxes and other practices intended to prevent racial minorities from votingA major tax cut for low-income workersExpanded Social Security coverageA farm assistance programExpansion of public housing programsA substantial increase in the minimum wageRepeal of the labor union-weakening Taft-Hartley ActA new TVA-style program to create public works projectsCreation of a federal Department of Welfare To pay for his Fair Deal programs while reducing the national debt, Truman also proposed a $4 billion tax increase. The Legacy of the Fair Deal Congress rejected most of Truman’s Fair Deal initiatives for two main reasons: Opposition from members of the majority-holding conservative coalition in Congress who viewed the plan as advancing President Roosevelt’s New Deal’s effort to achieve what they considered to be a â€Å"democratic socialist society.†In 1950, barely a year after Truman proposed the Fair Deal, the Korean War shifted the government’s priorities from domestic to military spending. Despite these roadblocks, Congress did approve a few or Truman’s Fair Deal initiatives. For example, the National Housing Act of 1949 funded a program removing crumbling slums in poverty-stricken areas and replacing them with 810,000 new federally rent-assisted public housing units. And in 1950, Congress nearly doubled the minimum wage, raising it from 40 cents per hour to 75 cents per hour, an all-time record 87.5% increase. While it enjoyed little legislative success, Truman’s Fair Deal was significant for many reasons, perhaps most notably its establishment of a demand for universal health insurance as a permanent part of the Democratic Party’s platform. President Lyndon Johnson credited the Fair Deal as being essential to the passage of his Great Society health care measures such as Medicare.

Women’S Studies Is The Study Of Women. Women Have Their

Women’s Studies is the study of women. Women have their own programs and degrees in order to secure and define the importance of equality and how women measure in the world. Man Studies is not heard of; it is not a degree many people rush to major in because it does not exist the way Women’s Studies do. Women have been normatively considered the submissive gender in comparison to men as the dominate gender. Gender Studies seeks to understand both social constructions of femininity and masculinity in order to understand why society created them to be this way. Masculinity is not specifically about the male sex. Its’ main attachment is to the man but not exclusive. Women can be considered masculine as well even if they are normatively†¦show more content†¦They were manly bearers of babies with no real hint of being feminine at all. On that same page, page 33, there is a picture of the women in Allison’s family. They are shown as women who do not car e for the rules of etiquette when it comes to sitting up straight and taking care of one’s appearances. They look like they have seen dark places and came back a little different each time, unlike higher class women who are protected from the dark by the men they marry. Female masculinity is represented in the lower class families who have single-parent households and not enough income to provide as well as buy what makes a woman feminine, like make up. These women work hard every day in Allison’s family to give their children the best with the least amount of money. She describes these women as â€Å"manlike† allowing and image of a female with more muscle, a harder set face, and hands calloused by a day at work. Masculinity is also different along intersectional lines of race. It is not a overgeneralization that all men have to follow the same masculine identity or they are not considered masculine men. In the chapter Dude You’re a Fag written by C.J. Pascoe, he goes to a high school where the term â€Å"fag† is being thrown around loosely among the male sex of the school. However, this is more dominantly seen in the cis-white men of the school and not their African American counterparts. With being a manShow MoreRelatedEssay on Lack of Women Holding Office in Sub-Saharan African Politics1079 Words   |  5 PagesWhile women make up a majority of the population in Africa, the number of representatives of women in parliament is substantially less than men. The underrepresentation of women in politics is problematic because the empowerment of women and the development of a society relies on the success of maintaining gender equity. Though this is an international issue, I plan t o focus on representation of women in politics in sub-Saharan Africa. 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International HRM for Intercultural Communication- myassignmenthelp

Question: Discuss about theInternational HRM for Intercultural Communication Studies. Answer: The primary aim of this paper is to provide a brief overview about the culture shock. The paper explains how culture shock influences profitability and image of the company. Telstra has been chosen in the task which is one of biggest telecommunication corporation which renders internet and media services to its customers across the world. In todays era, the firm is maximizing its revenue and returns effectively. On the other hand, the paper explains that how Telstra manages and controls the culture shock in foreign country. Culture may be defined as the sum total of the beliefs, rules, institutions, techniques artifacts which are characterized by the human populations. Culture plays a significant role in each and every organization. On the other hand, cultural shock is the feeling of insecurity, disorientation and even anxiety that results from being constantly in a new and experiencing an unfamiliar culture (Rubera Kirca, 2012). Changes in technology, language differences, and changes in routine and evaluative and emotional disorientation are the main causes of cultural shock. Cultural shock affects image and financial position of the firm adversely. To gain success and growth in the competitive environment, the firm needs to focus different cultural environment. Furthermore, culture shock may arise from a persons unfamiliarity with local customs, acceptable behavior and languages in the firm (Wang, Su Yang, 2011). Lets talk about an organizational example; Telstra is a dynamic example which manages culture shock effectively and efficiently. Telstra is an Australian telecommunications and media corporation which provides market voice, internet access, networks and mobile services to the customers across the world (Telstra, 2018). The company was incorporated in 1st July 1975 with its headquarter is located in Melbourne, Australia. The firm provides around 17.6 million mobile services to its customers in the world. The main aim of the organization is to provide unique and effective telecommunication services to its customers in the market. Along with this, Telstra also wants to create a brilliant connected future for people (Telstra, 2018). Human resource management of Telstra is very effective and dynamic which helps to make unique strategies and policies for the firm. HRM is the backbone of the company to manage the business activities and operations quickly. Furthermore, HRM plays a crucial r ole in managing and controlling the employees effectively. In addition, various unique functions are performed by the HRM in the organization which helps to conduct companys business activities effectively. There are enormous issues which faced by the HR department of Telstra. Culture shock is one of biggest issues that are dealt by HRM within the organization. Culture shock affects the productivity and outcomes of the firm as it also increases absenteeism and employee turnover in the firm. Various policies and strategies are made by human resource department to manage and control culture shock that has been detailed below. Give them a buddy and mentor: A well educated and experienced buddy and mentor should be appointed by human resource management for new joinees. A buddy and mentor monitor and evaluate the performance and productivity of new applicants in the firm. Telstra is a multinational telecommunication and media company therefore skilled and experienced employees are needed in the organization. Mentor and buddy also provide training to new workers for doing task and duties efficiently. It will also help to minimize the cultural differences among the new workers. The mentor and buddy will help to workers to familiarize with current projects, coworkers, policies and office hangout places. Effective recruitment and selection process: It is one of the vital functions of HRM which is performed by HR executives and HR managers. Effective recruitment and selection process must be conducted by the HRM to recruit potential and skilled candidates in the marketplace. Potential and skilled workers can easily understand the culture of foreign country therefore, it will reduce culture shock (Reiche Harzing, 2011). Familiarize with office terms: Human resource department is significant department of Telstra which helps to make effective and unique policies, strategies and plans in the firm. Human resource management should use various policies and strategies to familiarize the office terms and rules with employees. It will help to create a good working environment in the workplace therefore, employees will start to do work effectively. Create a fun packet: A positive feeling on the first day will surely give a push to the new workers for a long term reciprocal relationship with the employees. HRM should assemble and accumulate a fun packet for employees; the fun packet includes coffee mugs, photo frames, artistic calendar, decorative plants and office stationary. In this way, Telstra can reduce and eliminate cross cultural differences within the organization. It is an effective way to overcome the competitors in the global market. Training and development programs: Training and development programs shall be conducted by HRM to identify and measure the causes of culture shock. Training and development programs help to identify and understand the languages, values, customs and beliefs of foreign countries. If Telstra provides training and development coaching to the expatriates then culture shock issues will not arise at the workplace. Along with this, induction programs are also held by human resource management in the firm to increase knowledge and experience of the workers. In this way, Telstra can overcome on the cross cultural issues in the workplace (Ko Yang, 2011). Keep a positive attitude: It is an effective way to cope with culture shock in the organization. If the firm starts its business operations and activities in foreign country, the employees keep positive attitudes towards foreign culture. It will help to analyze and measure the climate of foreign country. Before starting a new business in foreign country, the company evaluates and analyzes the climate and working environment of the foreign country. It will also help to make good and favorable working environment within the organization (Podsiadlowski, Grschke, Kogler, Springer Van Der Zee, 2013). Good relationship: The managers and leaders should build and develop reciprocal relationship with their coworkers and expatriates to minimize culture shock and to maintain favorable culture in the workplace. The managers should ask questions with workers related to working environment and culture (Lin, Chen Song, 2012). It will help to find barriers and hurdles which rise at the workplace. Effective and dynamic relationship will also enhance and increase confidence, morale and trust of the employees. Along with this, HRM should appoint a supervisor to provide support for the workers. All these policies are made by the HRM for the welfare of the workers. Furthermore, these practices and policies also help to overcome on the cross cultural issues in the organization (Bardhan Weaver, 2011). Along with this, Telstra uses hostede cross cultural dimension model to reduce and cope with the cross cultural issues. This model plays a vital role in cross cultural management (Shi Wang, 2011). On the above mentioned aforesaid events, it has been evaluated that culture shock is one of the significant issues in Telstra which could influence the success and growth of the firm. Therefore, the company needs to focus on the culture shock to maximize profitability and minimize risks and challenges of the foreign market. Effective and unique measures are taken by the human resource management to manage culture shock at the workplace. Along with this, HRM should make effective and dynamic plans, policies and strategies to handle the culture shock within the organization. References Bardhan, N., Weaver, C. K. (Eds.). (2011).Public relations in global cultural contexts: Multi-paradigmatic perspectives. Routledge. Ko, H. C., Yang, M. L. (2011). The effects of cross-cultural training on expatriate assignments.Intercultural Communication Studies,20(1). Lin, Y. C., Chen, A. S. Y., Song, Y. C. (2012). Does your intelligence help to survive in a foreign jungle? The effects of cultural intelligence and emotional intelligence on cross-cultural adjustment.International Journal of Intercultural Relations,36(4), 541-552. Podsiadlowski, A., Grschke, D., Kogler, M., Springer, C., Van Der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations.International Journal of Intercultural Relations,37(2), 159-175. Reiche, B. S., Harzing, A. W. (2011). International assignments.International human resource management,3, 185-226. Rubera, G., Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration.Journal of Marketing,76(3), 130-147. Shi, X., Wang, J. (2011). Interpreting hofstede model and globe model: which way to go for cross-cultural research?.International journal of business and management,6(5), 93. Telstra. (2018). Good value, great service [Online].Available at https://www.telstra.com.au/aboutus/our-company/supplying-to-telstra[Accessed as on 1st April 2018]. Telstra.(2018). Our company [Online]. Available at https://www.telstra.com.au/aboutus/our-company/supplying-to-telstra [Accessed as on 1st April 2018]. Wang, D., Su, Z., Yang, D. (2011). Organizational culture and knowledge creation capability.Journal of knowledge management,15(3), 363-373.