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Please answer chapter questions using chapter powerpoint

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Chapter1AssignmentQuestions.pdf

Chapter 1: The Director: A Broad View

Please provide your own detailed answers to each question demonstrating your understanding of the

content covered in the chapter, powerpoints, and/or discussion boards. Also, do not provide one sentence

answers which are too brief, vague, or do not reflect your working knowledge of the question. Points will

be deducted for one sentence answers. Be specific when answering all questions. Read the assignment

rubric for grading point values. Questions are worth 10 pts each.

A child care director has many roles. Discuss the difference between a child care director as a

leader and a child care director as a manager. Explain the role you envision for yourself as a

child care director. Do you see yourself being a leader or manager, or a combination of both?

According to the textbook, there are Five C’s of Leadership including: Character; Caring;

Commitment; Confidence; and Communication. Identify another term beginning with the letter

“C” to describe a different type of Leadership. Explain why you chose that “C” term.

There are many responsibilities for child care directors. Some directors cannot delegate specific

tasks for a variety of reasons. Explain why some directors have difficulty delegating tasks to

staff. Do you envision yourself delegating tasks to your staff? Why or why not?

Directors have the task of creating a welcoming environment for children, families, and staff.

Discuss how you would create an inclusive program to meet the needs of diverse children,

families, and staff.

Directors have a duty to ensure staff behave professionally while at work. Discuss how you

would handle a disagreement with two teachers working together in the same classroom. Give a

detailed example of a conflict between two classroom teachers and how you would help to

resolve it. Discuss your strategy for conflict resolution.

Part of being an effective child care administrator is having the ability to listen to others. The

textbook provides (10) strategies for using active listening skills. Select (2) active listening skills

and discuss the importance of administrators having those skills while working with children,

families, and staff.

Most people experience difficulty in communicating with people from diverse cultures. Explain

why nonverbal messages are often misinterpreted by the listener.

It is important for child care administrators to keep an open line of communication with families

and staff. Discuss three types of written communication you prefer to use at your program and

why.

Explain the purpose of having a board of directors for child care programs. Explain the

difference between a governing board and an advisory board.

Discuss something new and/or interesting you learned in this chapter.

Chapter1.pptx

Chapter 1 The Director: A Broad View

Cathie Robertson, author

©2015 Cengage Learning. All Rights Reserved.

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A Brief History of child care in the United States

Today’s day care evolved from day nurseries which began in Boston in the 1840s in settlement houses for children of economically deprived women who needed to work

Government sponsored day care in the Depression allowed women to work

During World War II, government sponsored day care for 400,000 so their mothers could work in industries that supported the war effort.

Government withdrew their support of day care so women would go back home, but many women chose to work and needed day care

©2015 Cengage Learning. All Rights Reserved.

2

Child Care Today

Today, 69 percent of married women with children and 75 percent of single women with children are in the workforce

Between 9 and 11 million children are in some form of organized day care while their mothers work

Twenty-five percent of children whose mothers do not work are in day care

Quality of day care has become an issue

Organizations such as NAEYC, the NCC, the NAA and NAFCC have set standards for quality improvements for professional development

The Program Administrative Scale and ECERS are in place to access quality

©2015 Cengage Learning. All Rights Reserved.

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Program Administration

Program administration is challenging- like a circus juggler with many facets that need to be addressed

Planning, implementing and evaluating child care programs

Core competencies

Staff management, legal and fiscal management, educational programming, family support, advocacy and leadership

Directors play key role in building and maintaining high-quality early childhood programs

©2015 Cengage Learning. All Rights Reserved.

4

The Director as Leader

Leadership = setting a direction or vision for a group to follow

A leader should be able to:

Articulate a vision, clarify values, create a child for a program leading to a strong foundation, allow for continuous improvement, and value ethical conduct

Management without leadership does not see the possibilities for improvement, change and growth

Transformational leadership behaviors meet the challenges of a changing environment and engages everyone emotionally

©2015 Cengage Learning. All Rights Reserved.

5

The Five C’s of Leadership:

Character

Caring

Commitment

Confidence

Communication

©2015 Cengage Learning. All Rights Reserved.

6

Other Qualities of Effective Leaders

How staff is motivated

Leading both staff and the program to success is a quality measure

Leaders are change agents

Good leaders appreciate the interdependency between the leader, the followers and the situation

Good leaders involve others in leadership- willing to grow their own replacements

©2015 Cengage Learning. All Rights Reserved.

7

The Director As Manager

The manager works within the system:

To maintain the status quo, minimize risk, enforce organization rules, steer people in the right direction, react and provide instruction and direction

The director will be call upon to manage many tasks in the program. Those tasks will vary with:

Type of program, age of children in program, staff and general duties expected of director in that program

©2015 Cengage Learning. All Rights Reserved.

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The Director

Has general responsibilities

Supervises program planning and curriculum

Can be a child care provider who acts as director in family child care

Is concerned with staff relations

Is in charge of finances

Plans for food programs, health and safety

Has enrollment duties

Builds and maintains good community relations

Provides leadership in parent involvement and education

©2015 Cengage Learning. All Rights Reserved.

9

The Director-Manager as Delegator

Directors need to

Be good organizers

Learn to delegate responsibility to others

i.e. cook order supplies, plan menus; secretary may schedule field trips or call substitutes

Delegating can free up time for more important tasks

Work with assistant, if available

©2015 Cengage Learning. All Rights Reserved.

10

The Director-Manager as Organizer

Time management is a key factor

List priorities with urgent jobs, daily jobs, weekly jobs and infrequent jobs

Emergencies should be planned for

Computer technology is essential

Computer allows financial records, budgets, personnel records, communication to staff and parents and correspondence to be much easier to perform

©2015 Cengage Learning. All Rights Reserved.

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The Director-Manager as Planner

Both short-term and long-term planning are necessary for smooth operation

Short-term planning ensures smooth running of each day and provides contingency plans when the unexpected occurs

Long-germ planning helps provide the environment and services set forth in the goals of the center

The most effective planning will involve the staff as much as possible

©2015 Cengage Learning. All Rights Reserved.

12

The Director-Manager as Communicator

Verbal Messages

Words may have different to different people

This is especially true for people whom English may be a second language

Be aware of potential misinterpretations

Tone of voice or emphasis can change what is said

Nonverbal Messages

Facial expressions, gestures and postures used while speaking

Including eye contact

These behaviors communicate a meaning

©2015 Cengage Learning. All Rights Reserved.

13

The Director-Manager as Communicator (Continued)

Preventing Problems in communication

Five important steps:

First step- Decide the message you want to relay

Second step- Consider when to convey the message

Third step- Allow enough time for feedback

Fourth step- Decide where a message should be conveyed

Fifth step- Decide how to present the message

Follow-up may be necessary

©2015 Cengage Learning. All Rights Reserved.

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The Director-Manager as Communicator (Continued)

Listening

Stop talking

Be mentally ready to listen

Listen to the content of the message

Use body language that shows your interest

Try to determine speakers intent

Listen for main ideas and also what is not said

Give feedback

Check your understanding – clarify message

Summarize the message

©2015 Cengage Learning. All Rights Reserved.

15

The Director-Manager as Communicator (Continued)

Written communication

Financial reports

Monthly newsletter

Facebook page

Memos

Emails

Can be used for positive reinforcement- notes about efforts that are appreciated are effective

©2015 Cengage Learning. All Rights Reserved.

16

Ethical Management Practices

Morality – right or wrong

Values – qualities that we believe desirable and seek to achieve

NAEYC Code of Ethical Conduct – 7 core values and four core areas

Children, families, colleagues, and community

Code should be used as a guide to make decisions or interactions with others

Ethics- study of right, wrong, duty, and obligation provides a link to help in decision making

©2015 Cengage Learning. All Rights Reserved.

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Professional Development

Katz’s 4 Stages:

Survival

Consolidation

Renewal

Maturity

Administrative Credential

Illinois

Self-Evaluation

Written evaluation tools

Rating scales

Evaluation by Staff Members

Evaluation by Board of Directors

©2015 Cengage Learning. All Rights Reserved.

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The Director’s Relation to Boards of Directors

Historically, board-governed schools were non-profits that included churches, community organizations or social agencies

Today, these include government programs such as Head Start, migrant worker centers, etc. and for profit corporations

All of those may have a board of directors

Director must understand the composition and function of the board

A board has elected or appointed members to oversee the activities of the organization or company

Composition varies by type of center

Two basic types of boards

Governing and advisory

©2015 Cengage Learning. All Rights Reserved.

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The Director’s Relation to Boards of Directors (Continued)

Communication with the Board of Directors

Responsibility for the operation of the center is shared by the board and director so effective communication is essential

Communication must be bidirectional

Board to director and director to board

Via telephone, email, direct contact or written report

The Director and the Corporation

Director does not always have direct contact with board

A tier of administrative levels pass down information from the board

Good communication is essential so written information from the director can make a positive difference

©2015 Cengage Learning. All Rights Reserved.

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