Admin of early childhood dee
Please answer chapter questions using chapter powerpoint
3 years ago
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Chapter1AssignmentQuestions.pdf
Chapter1.pptx
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.
.
1
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.
3
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.
8
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.
11
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.
14
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.
17
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.
18
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.
19
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.
20
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