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BUS 128 Grossmont College Local Charities Organizations Worksheet

BUS 128 Grossmont College Local Charities Organizations Worksheet.

PurposeRetailers are becoming increasingly aware of how charitable contributions to local communities and non-profit organizations can impact customer buy-in and loyalty to the company. The general manager at your work has asked you to research a possible community service opportunity for this class or your workplace. Some examples include reading to children at a school, sponsoring a blood drive with the Red Cross, or a local wildlife cleaning event etc.Your task is to write a three-paragraph (minimum) memo addressed to the general manager and team leads at your store that recommends one charitable organization you wish to partner or volunteer with that you found via a web search. This memo will briefly discuss the rationale / benefits of partnering with a non-profit, explain your recommendation for a non-profit foundation found during your research, and propose a date for a meeting with the charitable organization.Assignment InstructionsPart 1: ResearchCreate a short screen capture demonstrating your online search methods for the questions below (should only be 2–3 minutes long). You will submit this video according to the instructions in the instructional video above.Here is an example of what you need to show in your screen capture for this part of the assignment. You are literally just recording your search to answer the three questions below.Please watch this YouTube video tutorial for help with creating your short screen capture using Canvas Studio to submit this part of the assignment. If the video does not begin automatically, copy and paste the following URL into your search engine and click enter (or go): How many non-profit or charitable organizations are in your city?How many non-profit or charitable organizations are within a 5, 10, 15, and 20 mile radius of the school/business you work for?Find the five best rated non-profit or charitable organizations within a 5, 10, 15, and 20 mile radius of the school location/business you work for.Part 2: AnalysisAfter searching and collecting the information for the questions in Part 1 you will analyze this data to decide charitable organizations would be the best match to reach out to. Use the chart linked below to compare your data from Part 1, Question 3. You’ll rank the charities, provide their names and answer the following two questions: 1)What is the organization’s mission and what do they do? 2) How does this match the school or company’s goals?Click here to download a PDF of the Analysis chart. (Links to an external site.)Click here to download a .docx file of the Analysis chart. (Links to an external site.)Part 3: WritingAfter you decide on one organization that best aligns with the goals and mission of your company (or school) write a memo or email message analyzing your findings. Make it clear in this memo which organization is your first recommendation that you wish to partner with and propose a date for a meeting on the organization to work with. This memo should briefly discuss the rational /benefits of partnering with a non-profit, explain your recommendation for a non-profit foundation found during your research, and propose a date for a meeting with the charitable organization.Submission InstructionsSave the message file using the following format: Lastname-Firstname-Mod4-ResearchMemo(For example: Carcioppolo-Joann-Mod4-ResearchMemo).Attach your file as a Microsoft Word or Rich Text Format (RTF) document and click submit using the instructions on the Canvas Student Guide-How do I submit an online assignment.Attachment(s):Click the items below to open the PDF attachments.Module 4 – Research (ASSIGNMENT INSTRUCTIONS)Module 2 – Planning Outline Examples PageAudience Analysis Checklist
BUS 128 Grossmont College Local Charities Organizations Worksheet

Canon Company Introduction – History and Culture

Index History of the company History of Logo Company Officers Corporate Organization Chart Company Business personal Business Office Professional Industry Achievements Why Canon is a Groundbreaking brand? Picture Gallery References History of Company. The company was started in 1930’s. Now this company is one of the global leaders and the best market leaders in cameras, camcorders, printers and optical products. In past this company was originally named Seikikogaku Kenkyasho, meaning precision optical industry. The founded by Takeshi Mitharai, Goro Yoshida, Saburo Uchida and Takeo Maeda. Founders’ goal was to create Japan’s first-ever 35mm camera with focal plane shutter When these four founders couldn’t purchase any necessary equipment, they made a camera with Nikon Corporation. They include Nikon lenses for the Canon cameras. Canon team made their first prototype of a camera for the first time in Japan. It was named as Kwanon. Over the years, the name switched from there to canon camera Co Inc. and Finally Canon Inc. in the 1960s. Canon Company always believed in ground breaking inventions. They started to thinking out of the box and they always applied their things with future in mind, therefore brand and business started growing rapidly. Canon started to take over the market. This company was always the first to launch something new to the world. After the canon foundation was established eventually. In 1934:- Canon make their first Camera Product, 35mm focal- plane-shutter camera. In 1935:- Their company registration with the trademark. In 1936:- They introduce their 35 mm focal-plane-shutter camera to the market. In 1937:- Precision Optical Industry, Co., Ltd. is founded. In 1939:- In-House production of Serenar Lens commenced. In 1940:- Japan’s first indirect X-ray Camera is developed by Canon. In 1942:- Takeshi Mitarai is appointed as president of Precision Optical Industry, Co., Ltd. In 1945:- They started to make midrange J ll focal-plane-shutter camera. In 1946:- The Ginza Camera Service Station opens and Canon Sll is introduced. In 1947:- The Company became Canon Camera Co. Inc. and Japan government gave their priority to canon when Japan resumed export activities. In 1949:- In this year canon ll B camera released. In 1951:- Serenar 50mm f / 1.8 lens is introduced. In 1952:- They launched the IV sb camera. In 1954:- They improved IV sb before the sale next stock. In 1955:- Cine 8T Movie Camera development began in this year. And they opened New York branch Office. In 1956:- They released Canon First 8mm Movie camera Cine 8T. In 1957:-Canon Europa, is established in Geneva. In 1958:- They introduced zoom lens for television broadcasting. In 1959:- They introduced their first SLR camera Canon Flex. And Canon Reflex Zoom 8 was born. In 1960:- They developed a magnetic head for use in VTrs. And they entered the market for magnetic heads. In 1962:- They developed their five year plan entry into the business machine market. And they developed the R lens for SLR cameras. In 1963:- They started their works on optical fiber development. And they introduced X-ray mirror camera. In this year they introduced “Canon Demi” pocket camera. In 1964:- this year FL lens series to replace the R lens, it’s get the same appearance of “FX” system. And they opened Tamagawa factory producing 8mm movie cameras and lenses. The main thing was Canola 130, the world’s first 10-key electronic calculator they introduced. In 1965:- This year they enter the photo-copying machine field with the introduction of the Canofax 1000. And they established Canon U.S A. Inc. In 1967:- This year was the 30th anniversary of the canon slogan. And they established Canon Latin America, Inc. In 1968:- This year they established canon business machine sales Inc. in Japan. They introduced their NP system the original electro-photography technology. And also they introduced the plain paper copier to market. In 1969:- This year they changed their company name to Canon Inc. Furthermore they established their Fukushima camera manufacturing plant. In 1970:- This year Canon introduced their NP-1100 Japan’s first plain paper copier to the market. In 1970 year they introduced their first mask aligner PPC-1. In 1971-1980 Canon Company started their four organizations marketing their canon brand and their production equipment’s in New York, Philadelphia, Chicago and Los Angeles. In 1980-1999 Canon company make new standards for Color, Black and White and fax technology. End of the 1990s all four sales companies purchased by CANON U.S.A. In 2000-2010 this time period Canon U.S.A their four foundational companies changed their marketing tricks. In 2003 New York and Philadelphia sub companies merged with canon business solutions, Inc. In 2008 three regions officially combined with the Canon Business Solutions, Inc. This combined strength give the best effort to go better position Canon. Canon Business Solutions opened more than 50 offices around the U.S country. Because they wanted to give the best service for their valuable customers. In present: –Canon U.S.A Company merged with North America Canon Business Solution to from one of the largest imaging business to business sales organization in the world. This merged company named as Canon Solutions America, Inc. History of Logo The logo ”canon” holds such meanings. It effectively shows Canon’s corporate spirit, this aims to set a global standard for advanced technologies and service while becoming a top in the industry to which will direct one’s hopes or ambitions towards achieving something. The Canon’s logo, introduced in 1935. Although it changed allover to present logo as company grows. Without being affected these modifications, the strong character without absorbing it in the sweeping inward stroke of the “C” has remained intact from the day that the company was founded. Make great efforts to achieve for consistent behavior in communication since day one has greatly contributed to the worldwide. The present canon logo contains a vivid red color, although it has undergone for a number of changes before it reaching the present logo. In 1933, when precision optical instruments laboratory was established, they use the name “Kwanon” to cameras manufactured on the trails basis at this time. This title reflected the quality of being well meaning of Kwanon, the Buddhist Goddess of Mercy, and include the company’s vision of creating marvelous

Epidemiology, Environmental Health, Cultural competency. This paper is using a virtual simulator ” Sentinel City in part A paper

help me with my homework Epidemiology, Environmental Health, Cultural competency. This paper is using a virtual simulator ” Sentinel City in part A paper is asking to submit action report from simulator probably I need to do this part in the simulator and added to paper…. This is so confusing please forgive me … learning should be better than this … I feel lost and alone. I’m just starting this class but I want to start working towards class papers to get class done faster. I will keep you posted w/ any document that might help with paper. if you have any question please let me know… This class is really different.

FIU Identity and Community Interactions Discussion

FIU Identity and Community Interactions Discussion.

In what institutionalized ways does our society force people into these boxes? (200 words): (3 points)Have you ever experienced having to identify within a box that didn’t fit?How did you handle it? What can we do to shift our thinking to a less rigid and separate way of thinking about identity? B. Think about what communities you are a part of. (200 words): (3 points)Are they supportive or oppressive?In what ways?How did you find them? C. How are your interactions with other members of the community different from interactions with people outside the community? (200 words): (2 points)(Support each answer with course material and/or other academic sources and provide citations)
FIU Identity and Community Interactions Discussion

Poor Promotion Decision and Human Resource Management Report (Assessment)

The findings of recent resource management academic studies have demonstrated a direct relationship between the firm’s managerial style, the selected promotion strategies and the business performance of organizations. The Peter principle which was suggested by Laurence J. Peter more than thirty years ago can be implemented for explaining the main underlying causes of poor promotion decisions which have a negative impact upon the overall business performance. The choice of inappropriate promotion strategies can result in promoting employees to positions which they cannot handle. The upward mobility decisions can be used for not only appraising the employees’ achievements, but also assigning workers to the positions best corresponding their competence (Fairburn and Malcomson 2001). The first group of aspects related to poor promotion decisions involves the motives for promoting certain employees. Ferris et al (2002) noted that the main cause is the homosocial reproduction system within which managers give preference to their personal biased opinions and use their political influence for promoting employees instead of evaluating the workers’ abilities and performance (p. 50). Mullins (2007) differentiated between the pull (by blood or acquaintance) and push (outstanding performance) promotion strategies, admitting that the latter can be relevant for smaller organizations only. Though the pull approach which is widely used as the firm’s dominating promotion policy is often criticized for its irrelevance, the push strategy can also be ineffective because the excellent performance in a certain professional sphere does not mean excellence in managerial field. Lazear (2004) noted that “the pre-promotion ability is a biased estimate of true ability for those who exceed some standard” (p. 3). Taking into account the consequences of making certain promotion decisions, companies should define certain promotion policies, paying proper attention to all stages of the decision making process. Get your 100% original paper on any topic done in as little as 3 hours Learn More The second group of influential factors which explain the poor promotion decisions includes the inconsistencies in the patterns. Due to the fact that the promotion strategies within the companies are underdeveloped and randomly applied, the upward mobility decisions can decrease the overall organizational performance (Gordon 2008). The difficulties with estimating the employees’ skills and abilities along with predicting possible outcomes of their promotion complicates the managerial task of making the promotion decisions (Thomas 2003). A new approach called insider econometrics can be useful for getting to the roots of the problem and establishing the links between the organizational promotion policy and the various parameters of the firm’s business performance (Ichniowski and Shaw 2003). The third group of influential factors includes the inappropriate methods of gathering and evaluating the business information. The main stages of the promotion decision making include the formulation of a strategy, search for the candidates, collecting and evaluating the information and developing the implementation plan (Stumpf and London1981). Using inappropriate methods of gathering and processing the information on the candidates’ competence aligning or not aligning with the responsibilities of a certain position can result in making poor promotion decisions. Acknowledging the significance of the upward mobility decisions, human resource management departments need to define a precise promotion policy based on policy of equal opportunities, inform all the employees on it and select measures for implementing these strategies into practice (Armstrong 2003). Summing up the above-mentioned findings of empirical studies, it can be concluded that an effective promotion policy has to consider not only the negative effects of Peter principle, but also the importance of implementing the promotion strategies as an important means of incentives and rewards. We will write a custom Assessment on Poor Promotion Decision and Human Resource Management specifically for you! Get your first paper with 15% OFF Learn More Taking into account the significance of selecting proper promotion strategies based on the principle of equal opportunities for all employees, the human resource management of our organization has developed a promotion strategy which is known to management and employees of the firm. This policy emphasizes the employee’s outstanding performance as the most important aspect of promotion opportunities and determines the prolonged period for making the promotion decisions which is aimed at minimizing the risks of the negative effects of Peter principle. The regular examinations of the employees’ competence are used for updating the information on possible promotion candidates and the workers participating in the surveys are aware of it (Halaby 1978). It means that promotion opportunities can become an effective means of motivating the workers for doing their best and improving their performance. For example, everyone knows that most department managers have been the employees in the same segments before their promotion for their outstanding performance and excellent examination results. However, not all promoted managers have become effective leaders. This fact demonstrates the relevance of Peter principle to the business performance within our organization. For instance, in department A (the name is substituted due to ethical considerations) the employees have discipline problems caused with the lack of the manager’s leadership skills. The manager who previously demonstrated excellent performance as an employee remained on friendly terms with the rest of the workers after his promotion to a position of a manager. It became a significant hurdle for effective work of the department and the situation did not change with the course of time. This evidence proves that the lack of competence and personal abilities in some of department managers not always can be compensated through training and receiving work experience. Disregarding the fact that our human resource management gives preference to the push strategy and focuses on the employee’s personal achievements within a prolonged period of time for selecting the candidates for promotion, certain mistakes having negative effect upon the firm’s overall business performance are still possible. However, it should be noted that the implementation of the pull strategy also takes place within our organization. For example, in department B, a manager is known to be promoted due to close relationship with top managers disregarding the lack of professional competence. The lack of the manager’s competence and the public opinion of him also reduce the effectiveness of the department’s work. Not sure if you can write a paper on Poor Promotion Decision and Human Resource Management by yourself? We can help you for only $16.05 $11/page Learn More Modern studies on promotion strategies which place the main emphasis upon managing the available intellectual resources for enhancing the organizational adaptability are implemented by the human resource management department of our organization (Boxall and Purcell 2003). Thus, using the examinations for collecting the information on the current level of competence in the employees and registering their progress achieved within a certain period of time, the company’s management can draw the conclusions on the measures which need to be imposed for not only improving the performance of employees in their current positions, but also planning further upward mobile movement within the organization. The effectiveness of processing the gathered info depends upon the design of the research methods and the evaluation criteria (Armstrong 2000; Wall and Wood 2005). Recognizing the fact that the organizational climate is significant for the firm’s economic performance, our company provides workers with opportunities for professional and career growth (Gelade and Ivery 2006). Awareness of the firm’s promotion policy is an important motivating factor affecting the workers’ attitudes and performance. The results of the empirical research have shown that there is a direct relationship between the promotion policies, employees’ knowledge-sharing attitudes and their corresponding commitment which affects the outcomes of their work (Hislop 2003). Though development of promotion policies is insufficient for improving the overall performance and can even have negative consequences for the firm’s operations, it is a significant step forward in motivating the employees and aligning their abilities with their responsibilities (Kotey and Slade 2005). In general, it can be stated that proper measures need to be imposed for decreasing the impact of Peter principle upon the firm’s performance, defining an effective promotion strategy and selecting the most appropriate methods for collecting and assessing the information on the employees’ abilities and possible consequences of promoting them. Reference List Armstrong, M. (2003). A handbook of human resource management practice. Sterling, VA: Kogan Page Limited. Armstrong, P. (2001). The costs of activity-based management. Accounting, Organizations and Society, 27(1-2): 99-120. Boxall, P. and Purcell, J. (2003). Strategic human resource management: Where have we come from and where should we be going? International Journal of Management Reviews, 2(2): 183-2032. Fairburn, J. and Malcomson, J. (2001). Performance, promotion and the Peter principle. Review of Economic Studies, 68(1): 45-66. Ferris, G., Buckley, R., and Allen, G. (2002). Promotion systems in organizations. Human Resource Planning, 15(3): 47-68. Gelade, G. and Ivery, M. (2006). The impact of human resource management and work climate on organizational performance. Personnel Psychology, 56(2): 383- 404. Gordon, B. (2008). Human resource management: Gaining a competitive advantage. New York: McGraw-Hill/Irwin. Halaby, C. (1978). Bureaucratic promotion criteria. Administrative Science Quarterly, 23(3): 466-484. Hislop, D. (2003) Linking human resource management and knowledge management via commitment: A review and research agenda”, Employee Relations, 25(2): 182 – 202. Ichniowski, C. and Shaw, K. (2003). Beyond incentive pay: Insiders’ Estimates of the value of complementary human resource management practices. The Journal of Economic Perspectives, 17(1): 155-180. Kotey, B. and Slade, P. (2005). Formal human resource management practices in small growing firms. Journal of Small Business Management, 43(1): 16-40. Lazear, E. (2004). The Peter principle: Promotions and declining productivity. Journal of Political Economy, 112: 141-163. Mullins, L. (2007). Management and organizational behavior. Pearson Education Limited. Stumpf, S., and London, M. (1981). Management promotions: Individual and organizational factors influencing the decision process. Academy of Managerial Review, 6(4): 539-549. Thomas, A. (2003). Controversies in management: Issues, debates, answers. Business