This document discusses a study on family-responsible environments conducted by IESE Business School in Barcelona, Spain. The study examines how family-friendly policies, supervisor support, and organizational culture impact work-life balance, health, commitment, and satisfaction. It provides details on the worldwide and Philippines-specific studies, including participation rates. Charts show results on employees' perceptions of flexibility policies, family support programs, and supervisor emotional support in their workplaces. The overall goal is to understand how family-responsibility in the workplace affects individuals, companies and society.
Considering sustainable development exclusively from an economic, social and environmental perspective would leave aside key aspects that affect people and condition their quality of life and the future of society.
The solution to these challenges is to recognize and strengthen the role of families in social development, and promote the implementation of policies, strategies and effective programs at the community level.
IESE Business School is a pioneer in matters of work and family reconciliation. In order to study these issues, it founded in 1999 the International Center for Work and Family (ICWF), directed by Dr. Nuria Chinchilla. Its purpose is to promote, in the business environment, the type of leadership, culture and reconciliation policies that facilitate the integration of the employees’ professional, family and personal life.
To this end, the ICWF has developed the IFREI, an instrument that measures the degree of Family Responsibility of Companies and their impact on outcomes, individuals, families, and the whole of society.
This IFREI Report presents data from Africa, gathered during 2011.
The IESE FAMILY-RESPONSIBLE EMPLOYER INDEX analyzes the implementation level of flexibility and work-family reconciliation policies in companies, their effect on its employees and on the organization itself.
In 2010, a new version of the questionnaire was developed. The IFREI 1.5, addressed to all employees of the company, measures the impact that policies, the supervisor and culture have on the organizational and individual results. It has involved more than 5,000 people in 23 countries
This IFREI Report presents data from Europe, gathered during 2011.
Considering sustainable development exclusively from an economic, social and environmental perspective would leave aside key aspects that affect people and condition their quality of life and the future of society.
The solution to these challenges is to recognize and strengthen the role of families in social development, and promote the implementation of policies, strategies and effective programs at the community level.
IESE Business School is a pioneer in matters of work and family reconciliation. In order to study these issues, it founded in 1999 the International Center for Work and Family (ICWF), directed by Dr. Nuria Chinchilla. Its purpose is to promote, in the business environment, the type of leadership, culture and reconciliation policies that facilitate the integration of the employees’ professional, family and personal life.
To this end, the ICWF has developed the IFREI, an instrument that measures the degree of Family Responsibility of Companies and their impact on outcomes, individuals, families, and the whole of society.
This IFREI Report presents data from Africa, gathered during 2011.
The IESE FAMILY-RESPONSIBLE EMPLOYER INDEX analyzes the implementation level of flexibility and work-family reconciliation policies in companies, their effect on its employees and on the organization itself.
In 2010, a new version of the questionnaire was developed. The IFREI 1.5, addressed to all employees of the company, measures the impact that policies, the supervisor and culture have on the organizational and individual results. It has involved more than 5,000 people in 23 countries
This IFREI Report presents data from Europe, gathered during 2011.
The Changing Nature of Managementin Child Care Centres in Qu.docxmamanda2
The Changing Nature of Management
in Child Care Centres in Queensland:
A Review of Directors’ Perspectives
Hannele Nupponen
The aim of this paper is to produce an understanding of directors’ work; perceptions of
their role as managers in the centre; their experiences; and the nature of management
within the context of the child care field in a complex social, legislative and economic
climate. In the current context of the delivery of child care services in a market-driven
climate, the language of business and organisational theory has entered the lexicon of the
early childhood field. The findings indicate that the director of a child care centre needs
to have knowledge, skills and experience in business management to enhance their
competencies for management of centres in today’s competitive environment.
Introduction
Centre-based child care services in Queensland, Australia are regulated under the
Child Care Act 2002 (Qld) and Child Care (Child Care Centres) Regulations 2003.
Child care centres in Australia are required to participate in the National Childcare
Accreditation Quality Improvement System to be eligible for Childcare Benefit, which
is a fee subsidy to offset fees paid by the parents. This accreditation system has been
operational since 1994, and is the first of its kind in the world, where funding is
linked to centre performance.
Practitioners and researchers alike in the early childhood field are probably aware
that management issues in child care services have received increasing attention in the
past two decades because of the demand for, and the expansion of, service provision
in formal child care settings, such as long-day care centres. The Australian
Government, Department of Family and Community Services (2002) Census of
Child Care Services showed that in Queensland alone 14,576 children younger than
12 years old attended community-based long-day care services (total number of
children younger than 12 years of age in community-based long-day care services in
Hannele Nupponen is at Queensland University of Technology. Correspondence to: Dr Hannele Nupponen, 258
Miller Road, Logan Village Qld 4207, Australia. Tel: 61 7 55 468843; Email: [email protected]
ISSN 1357-5279 print/1476-489X online/06/040347-17 # 2006 The Child Care in Practice Group
DOI: 10.1080/13575270600863259
Child Care in Practice
Vol. 12, No. 4, October 2006, pp. 347 �363
Australia was 107,317) and 65,108 children younger than 12 years of age attended
private long-day care services (total number of children younger than 12 years of age
in private long-day care services in Australia was 200,815). Consequently interest in
the management of child care services has increased, evidenced by the range of
professional child care publications in the 1990s (for example, see Farmer, 1995;
Hayden, 1999; Rodd, 1998).
Many developments have occurred in the provision and delivery of child care
services for young children and their fami.
THE HEAD START PARENT, FAMILY, AND COMMUNITY .docxoreo10
THE HEAD START PARENT,
FAMILY, AND COMMUNITY
ENGAGEMENT FRAMEWORK
PROMOTING FAMILY ENGAGEMENT
AND SCHOOL READINESS,
FROM PRENATAL TO AGE 8
U.S. Department of Health
and Human Services
Administration for Children
and Families
Office of Head Start
R
This document was prepared under Contract no. GS-10F-0311K of the Office of
Head Start, Administration for Children and Families, U.S. Department
of Health and Human Services, by the Head Start Resource Center,
1000 Wilson Blvd., Suite 1000, Arlington, VA 22209.
DEPARTMENT OF HEALTH & HUMAN SERVICES
ADMINISTRATION FOR CHILDREN AND FAMILIES
370 L'Enfant Promenade, S.W.
Washington, D.C. 20447
August 15, 2011
Dear Head Start Colleagues,
I am pleased to introduce the Head Start Parent, Family and Community Engagement (PFCE)
Framework, the first of its kind. The Parent, Family and Community Engagement Framework
provides programs with a research based, organizational guide for implementing relevant Head
Start Program Performance Standards. The PFCE Framework marks the beginning of a new
wave of technical assistance resources that will be made available to programs in the coming
year through the National Center on Parent, Family and Community Engagement.
Because supporting children's school readiness is an ongoing partnership between staff and
families, the PFCE Framework is a tool that all staff and families can use. I invite you to review
this valuable resource and to consider ways to improve and promote parent and family
engagement in your program. The PFCE Framework can be used in program-wide strategic
planning, program design and management, systems of continuous improvement, professional
development for staff, and with governing bodies and parent groups. It can be used to help
improve program services or to inform community partners about Head Start parent and family
engagement goals and the importance of those goals for school readiness.
Families play a critical role in helping their children be ready for school and for a lifetime of
academic success, and Head Start and Early Head Start programs are valuable partners with
families in this endeavor. Head Start Parent Involvement has continually evolved since its
inception in 1965. The Head Start Parent, Family and Community Engagement Framework
begins the next chapter in Head Start's long history of leading the field in engaging families and
supporting children's ongoing learning and development.
Thank you for the work you do every day for children and families.
-
THE HEAD START PARENT, FAMILY, AND
COMMUNITY ENGAGEMENT FRAMEWORK
ENGAGING FAMILIES—PRENATAL TO AGE 8
Parent and family engagement in Head Start/Early Head
Start (HS/EHS) is about building relationships with families
that support family well-being, strong relationships
between parents and their children, and ongoing learning
and development for both parents and children. The
P ...
Between March 2004 and March 2011, the Family and Parenting Institute managed the Parenting Fund on behalf of successive UK governments. The parenting fund was the largest and most successful scheme ever to support UK parenting.
The Parenting Fund provided support to a web of grassroots organisations across the country which, in turn, supported the most vulnerable families in their communities. The families who were helped were experiencing problems including intergenerational unemployment, relationships marked by conflict, drink and drug abuse, and frequent contact with the police.
This report examines the success of the fund and the Family and Parenting Institute’s role in administering funding
The business case for work life integration solutionsSeventeenHundred
Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
Catalyst for Change: Cultivating Family EngagementJoseph Fratoni
We all know that family engagement is important in a child’s success, and that teacher effectiveness is enhanced by family support. Yet the amount spent on FE is shockingly low in relation to its importance.
This report explores not only the research on FE, but also the economics of family engagement and its effect on school budgets. I welcome you to review it and join the discussion.
Diversidad y talento de hombres y mujeres sept 2013Mireia Las Heras
¿Están las compañías sacando el mejor partido del talento femenino y masculino? ¿Se forma, se fideliza y se promociona a aquellas personas que pueden contribuir más en todos los aspectos? Una empresa que no forma, promociona y desarrolla tanto a mujeres como a hombres está infravalorando a unos y a otros.
El 65 % de los ejecutivos en España y el 61% de los Latinoamericanos en la muestra del estudio (ver anexo 1) están de acuerdo en que la diversidad es un valor añadido. Por lo tanto comprenden que la diversidad es importante para que sus empresas sean eficientes en sus operaciones y justas con sus empleados y las comunidades en las que operan (ver figura 1). Sin embargo en esas mismas empresas, a pesar de que sí que están presentes (ver figura 2), siguen habiendo muy pocas mujeres en puestos directivos relevantes (ver figura 3)
La comparación de los datos de la figura 2 y 3 nos da una foto representativa de la realidad española y latinoamericana: la mayoría de las empresas atraen talento diverso y lo contratan. Esto es un paso adelante y es una mejora considerable respecto a décadas precedentes. Sin embargo, sólo una parte muy pequeña de esas empresas lo fidelizan y promocionan de modo que lleguen a formar parte de los órganos directivos y decisorios de la empresa.
Los cambios sociológicos, laborales, tecnológicos y legislativos han llevado a que cuatro generaciones estén conviviendo en nuestras empresas. Este estudio da respuesta a algunas preguntas como por ejemplo:
¿Qué dificultades conlleva la convivencia intergeneracional en el día a día de la organización?
¿Qué oportunidades presenta dicha convivencia intergeneracional?
¿Qué características comparten?
¿Qué competencias están más desarrolladas en cada edad?
The Changing Nature of Managementin Child Care Centres in Qu.docxmamanda2
The Changing Nature of Management
in Child Care Centres in Queensland:
A Review of Directors’ Perspectives
Hannele Nupponen
The aim of this paper is to produce an understanding of directors’ work; perceptions of
their role as managers in the centre; their experiences; and the nature of management
within the context of the child care field in a complex social, legislative and economic
climate. In the current context of the delivery of child care services in a market-driven
climate, the language of business and organisational theory has entered the lexicon of the
early childhood field. The findings indicate that the director of a child care centre needs
to have knowledge, skills and experience in business management to enhance their
competencies for management of centres in today’s competitive environment.
Introduction
Centre-based child care services in Queensland, Australia are regulated under the
Child Care Act 2002 (Qld) and Child Care (Child Care Centres) Regulations 2003.
Child care centres in Australia are required to participate in the National Childcare
Accreditation Quality Improvement System to be eligible for Childcare Benefit, which
is a fee subsidy to offset fees paid by the parents. This accreditation system has been
operational since 1994, and is the first of its kind in the world, where funding is
linked to centre performance.
Practitioners and researchers alike in the early childhood field are probably aware
that management issues in child care services have received increasing attention in the
past two decades because of the demand for, and the expansion of, service provision
in formal child care settings, such as long-day care centres. The Australian
Government, Department of Family and Community Services (2002) Census of
Child Care Services showed that in Queensland alone 14,576 children younger than
12 years old attended community-based long-day care services (total number of
children younger than 12 years of age in community-based long-day care services in
Hannele Nupponen is at Queensland University of Technology. Correspondence to: Dr Hannele Nupponen, 258
Miller Road, Logan Village Qld 4207, Australia. Tel: 61 7 55 468843; Email: [email protected]
ISSN 1357-5279 print/1476-489X online/06/040347-17 # 2006 The Child Care in Practice Group
DOI: 10.1080/13575270600863259
Child Care in Practice
Vol. 12, No. 4, October 2006, pp. 347 �363
Australia was 107,317) and 65,108 children younger than 12 years of age attended
private long-day care services (total number of children younger than 12 years of age
in private long-day care services in Australia was 200,815). Consequently interest in
the management of child care services has increased, evidenced by the range of
professional child care publications in the 1990s (for example, see Farmer, 1995;
Hayden, 1999; Rodd, 1998).
Many developments have occurred in the provision and delivery of child care
services for young children and their fami.
THE HEAD START PARENT, FAMILY, AND COMMUNITY .docxoreo10
THE HEAD START PARENT,
FAMILY, AND COMMUNITY
ENGAGEMENT FRAMEWORK
PROMOTING FAMILY ENGAGEMENT
AND SCHOOL READINESS,
FROM PRENATAL TO AGE 8
U.S. Department of Health
and Human Services
Administration for Children
and Families
Office of Head Start
R
This document was prepared under Contract no. GS-10F-0311K of the Office of
Head Start, Administration for Children and Families, U.S. Department
of Health and Human Services, by the Head Start Resource Center,
1000 Wilson Blvd., Suite 1000, Arlington, VA 22209.
DEPARTMENT OF HEALTH & HUMAN SERVICES
ADMINISTRATION FOR CHILDREN AND FAMILIES
370 L'Enfant Promenade, S.W.
Washington, D.C. 20447
August 15, 2011
Dear Head Start Colleagues,
I am pleased to introduce the Head Start Parent, Family and Community Engagement (PFCE)
Framework, the first of its kind. The Parent, Family and Community Engagement Framework
provides programs with a research based, organizational guide for implementing relevant Head
Start Program Performance Standards. The PFCE Framework marks the beginning of a new
wave of technical assistance resources that will be made available to programs in the coming
year through the National Center on Parent, Family and Community Engagement.
Because supporting children's school readiness is an ongoing partnership between staff and
families, the PFCE Framework is a tool that all staff and families can use. I invite you to review
this valuable resource and to consider ways to improve and promote parent and family
engagement in your program. The PFCE Framework can be used in program-wide strategic
planning, program design and management, systems of continuous improvement, professional
development for staff, and with governing bodies and parent groups. It can be used to help
improve program services or to inform community partners about Head Start parent and family
engagement goals and the importance of those goals for school readiness.
Families play a critical role in helping their children be ready for school and for a lifetime of
academic success, and Head Start and Early Head Start programs are valuable partners with
families in this endeavor. Head Start Parent Involvement has continually evolved since its
inception in 1965. The Head Start Parent, Family and Community Engagement Framework
begins the next chapter in Head Start's long history of leading the field in engaging families and
supporting children's ongoing learning and development.
Thank you for the work you do every day for children and families.
-
THE HEAD START PARENT, FAMILY, AND
COMMUNITY ENGAGEMENT FRAMEWORK
ENGAGING FAMILIES—PRENATAL TO AGE 8
Parent and family engagement in Head Start/Early Head
Start (HS/EHS) is about building relationships with families
that support family well-being, strong relationships
between parents and their children, and ongoing learning
and development for both parents and children. The
P ...
Between March 2004 and March 2011, the Family and Parenting Institute managed the Parenting Fund on behalf of successive UK governments. The parenting fund was the largest and most successful scheme ever to support UK parenting.
The Parenting Fund provided support to a web of grassroots organisations across the country which, in turn, supported the most vulnerable families in their communities. The families who were helped were experiencing problems including intergenerational unemployment, relationships marked by conflict, drink and drug abuse, and frequent contact with the police.
This report examines the success of the fund and the Family and Parenting Institute’s role in administering funding
The business case for work life integration solutionsSeventeenHundred
Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
Catalyst for Change: Cultivating Family EngagementJoseph Fratoni
We all know that family engagement is important in a child’s success, and that teacher effectiveness is enhanced by family support. Yet the amount spent on FE is shockingly low in relation to its importance.
This report explores not only the research on FE, but also the economics of family engagement and its effect on school budgets. I welcome you to review it and join the discussion.
Diversidad y talento de hombres y mujeres sept 2013Mireia Las Heras
¿Están las compañías sacando el mejor partido del talento femenino y masculino? ¿Se forma, se fideliza y se promociona a aquellas personas que pueden contribuir más en todos los aspectos? Una empresa que no forma, promociona y desarrolla tanto a mujeres como a hombres está infravalorando a unos y a otros.
El 65 % de los ejecutivos en España y el 61% de los Latinoamericanos en la muestra del estudio (ver anexo 1) están de acuerdo en que la diversidad es un valor añadido. Por lo tanto comprenden que la diversidad es importante para que sus empresas sean eficientes en sus operaciones y justas con sus empleados y las comunidades en las que operan (ver figura 1). Sin embargo en esas mismas empresas, a pesar de que sí que están presentes (ver figura 2), siguen habiendo muy pocas mujeres en puestos directivos relevantes (ver figura 3)
La comparación de los datos de la figura 2 y 3 nos da una foto representativa de la realidad española y latinoamericana: la mayoría de las empresas atraen talento diverso y lo contratan. Esto es un paso adelante y es una mejora considerable respecto a décadas precedentes. Sin embargo, sólo una parte muy pequeña de esas empresas lo fidelizan y promocionan de modo que lleguen a formar parte de los órganos directivos y decisorios de la empresa.
Los cambios sociológicos, laborales, tecnológicos y legislativos han llevado a que cuatro generaciones estén conviviendo en nuestras empresas. Este estudio da respuesta a algunas preguntas como por ejemplo:
¿Qué dificultades conlleva la convivencia intergeneracional en el día a día de la organización?
¿Qué oportunidades presenta dicha convivencia intergeneracional?
¿Qué características comparten?
¿Qué competencias están más desarrolladas en cada edad?
El IFREI 1.5 y 2.0 proporcionan una triple visión de la organización en términos de flexibilidad y conciliación (Políticas, Cultura y Liderazgo) y miden el impacto que las políticas de flexibilidad y conciliación tienen en las organizaciones y en las personas.
The major goal of the present research is to explore employees’ satisfaction with expatriation investigating its positive and negative impacts on different life domains, namely work, family life and personal well-being
The main goal of the current research is to unfold positive and negative effects of different types of global assignments on the work of the travelling individuals, their family life and personal well-being. Due to the structure of the collected data the two principal mobility forms analyzed in this regards are expatriation and business travel. Two following chapters provides insights into the impacts of the above mentioned forms of mobility on various life domains of the travelers underlining their similarities and focusing on the differences.
Considering sustainable development exclusively from an economic, social and environmental perspective would leave aside key aspects that affect people and condition their quality of life and the future of society.
The solution to these challenges is to recognize and strengthen the role of families in social development, and promote the implementation of policies, strategies and effective programs at the community level.
IESE Business School is a pioneer in matters of work and family reconciliation. In order to study these issues, it founded in 1999 the International Center for Work and Family (ICWF), directed by Dr. Nuria Chinchilla. Its purpose is to promote, in the business environment, the type of leadership, culture and reconciliation policies that facilitate the integration of the employees’ professional, family and personal life.
To this end, the ICWF has developed the IFREI, an instrument that measures the degree of Family Responsibility of Companies and their impact on outcomes, individuals, families, and the whole of society.
This IFREI Report presents data from Latin America, gathered during 2013.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
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Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!