Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Sear Roebuck cooperation involves systematic steps. These steps are establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application in management change are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Sears Roebuck Company, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case
Creating a coalition
At this phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl.
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY Comment by Anne Richards: Report format required with table of contents, executive summary (succinct overview of whole report, about one page.
Change management planning process within an organization development model
Executive summary
Introduction
Organizations in the present day are in a constant state of change. This is necessary as they respond to the call of the fast-changing business environment in which they operate. External, internal, global, and technological environments are fast-changing hence the need to change a management strategy (Butler, 2015). √ This has a meaning that workplace systems together with strategies must continually change to adapt to these trends. A case study is presented in this paper where the management is to plan and communicate changes in senior management and additional stuff. The key emphasis is given to the way, the management is going to plan, communicate and ensure the organizations adopts these changes without affecting the morale of workers. It will be argued that a comprehensive communication strategy is Comment by Anne Richards: There has to be a significant change to ethos of business eg expansion overseas or takeover/merger
essential …
Change management planning process within an organization development model
A good management change plan can bring a smooth transition and incorporation of changes in an organization. This plan will ensure employees are well guided in the whole process of change. Comment by Anne Richards: Write this as an argument statement and put in Executive Summary
Introduction
Studies have shown that There is a 70 % failure rate in the incorporation of changes in an organization. The biggest obstacle has been negative attitudes from employees (Pollack, 2015). How do we then curb this ugly side of the organizational changes? The following are smooth steps that will help plan for the changes in employee structure. Comment by Anne Richards: First sentence but provide soutce
Defining the change clearly and aligning it with the business goals; employees should be notified about the changes and be educated on how it is in line with business goals and objectives. Clear communication and explanation of the change and how it relates to the business mission, vision, objectives, and strategy will give employees an insight into the importance of these changes. Employees should be notified about the changes, provided regular updates and be educated on how it is in line with business goals and objectives. Determination of the impacts of the affected group will be key in carrying out the changes. It is a heart taking moment for senior employees to be demoted in this case or for their roles to be merged and one or two employees retrenched. Comment by Anne Richards: Rewrite as one complete strong sentence Comment by Anne Rich ...
IntroductionOmnicare Inc. is a specialized pharmacy that provide.docxmariuse18nolet
Introduction
Omnicare Inc. is a specialized pharmacy that provides medication to long term care facilities and nursing homes (Omnicare, n.d.). I currently work for Omnicare, Inc. and we have been going through transformational changes over the last several months. One of the changes is offshoring, or outsourcing overseas or outside the company. Offshoring and outsourcing can be risky, but it is used to minimize costs and increase profits within an organization. The reason there is a risk is because quality and service could be impacted with the change. Some internal stakeholders were affected by the offshoring because there were layoffs, but other external stakeholders were not affected in a negative way. Due to the changes and offshoring, profit was higher; therefore more money could be made (Worley, 2012).
The reason there was these changes within the organization was because of extremely poor management choices and money not being used wisely. It was a risk that executives were willing to make to attempt to lower overhead costs and increase profit margins. Before offshoring there was no clear path and no one person in charge of specific departments. The left hand did not know what the right hand was doing and we were on the verge of a complete collapse because of such poor choices. There was also a lot of conflict within certain departments and they felt it would limit the conflicts as well.
In my opinion, it was a terrible choice and impacted customers greatly. The quality of service was impacted and wait times were much longer to speak with someone to be assisted. It also impacted many families who were laid off and no longer had a job. I think there were other ways to curb the costs then offshoring and outsourcing. It left many employees feeling no security as so many changes were being made. There was also a lot more work that was left on remaining workers which then lowered the morale.
Transformational Change
Transformational change is driven by organizations needing to reinvent and create new visions and implement new structures in assisting with the company’s overall goals and objectives. This could be a new system for streamlining, change of goals, or other new technology. These are all considered transformational changes because it is an internal process that will impact the entire organization and allow the company to reposition themselves within the market. A firm cannot just keep doing what it has been doing because other competitors will end up passing them with new improvements and changes and the firm could lose customers and even go under because they are not willing to adapt to the changes in the market (Carter, 2014).
A managers role in transformational change is very simple, influence, inspire, and lead. Managers need to be able to influence their associates by setting a great example and being a positive role model during the change. They should also be able to inspire and motivate their associates so that they can co.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY Comment by Anne Richards: Report format required with table of contents, executive summary (succinct overview of whole report, about one page.
Change management planning process within an organization development model
Executive summary
Introduction
Organizations in the present day are in a constant state of change. This is necessary as they respond to the call of the fast-changing business environment in which they operate. External, internal, global, and technological environments are fast-changing hence the need to change a management strategy (Butler, 2015). √ This has a meaning that workplace systems together with strategies must continually change to adapt to these trends. A case study is presented in this paper where the management is to plan and communicate changes in senior management and additional stuff. The key emphasis is given to the way, the management is going to plan, communicate and ensure the organizations adopts these changes without affecting the morale of workers. It will be argued that a comprehensive communication strategy is Comment by Anne Richards: There has to be a significant change to ethos of business eg expansion overseas or takeover/merger
essential …
Change management planning process within an organization development model
A good management change plan can bring a smooth transition and incorporation of changes in an organization. This plan will ensure employees are well guided in the whole process of change. Comment by Anne Richards: Write this as an argument statement and put in Executive Summary
Introduction
Studies have shown that There is a 70 % failure rate in the incorporation of changes in an organization. The biggest obstacle has been negative attitudes from employees (Pollack, 2015). How do we then curb this ugly side of the organizational changes? The following are smooth steps that will help plan for the changes in employee structure. Comment by Anne Richards: First sentence but provide soutce
Defining the change clearly and aligning it with the business goals; employees should be notified about the changes and be educated on how it is in line with business goals and objectives. Clear communication and explanation of the change and how it relates to the business mission, vision, objectives, and strategy will give employees an insight into the importance of these changes. Employees should be notified about the changes, provided regular updates and be educated on how it is in line with business goals and objectives. Determination of the impacts of the affected group will be key in carrying out the changes. It is a heart taking moment for senior employees to be demoted in this case or for their roles to be merged and one or two employees retrenched. Comment by Anne Richards: Rewrite as one complete strong sentence Comment by Anne Rich ...
IntroductionOmnicare Inc. is a specialized pharmacy that provide.docxmariuse18nolet
Introduction
Omnicare Inc. is a specialized pharmacy that provides medication to long term care facilities and nursing homes (Omnicare, n.d.). I currently work for Omnicare, Inc. and we have been going through transformational changes over the last several months. One of the changes is offshoring, or outsourcing overseas or outside the company. Offshoring and outsourcing can be risky, but it is used to minimize costs and increase profits within an organization. The reason there is a risk is because quality and service could be impacted with the change. Some internal stakeholders were affected by the offshoring because there were layoffs, but other external stakeholders were not affected in a negative way. Due to the changes and offshoring, profit was higher; therefore more money could be made (Worley, 2012).
The reason there was these changes within the organization was because of extremely poor management choices and money not being used wisely. It was a risk that executives were willing to make to attempt to lower overhead costs and increase profit margins. Before offshoring there was no clear path and no one person in charge of specific departments. The left hand did not know what the right hand was doing and we were on the verge of a complete collapse because of such poor choices. There was also a lot of conflict within certain departments and they felt it would limit the conflicts as well.
In my opinion, it was a terrible choice and impacted customers greatly. The quality of service was impacted and wait times were much longer to speak with someone to be assisted. It also impacted many families who were laid off and no longer had a job. I think there were other ways to curb the costs then offshoring and outsourcing. It left many employees feeling no security as so many changes were being made. There was also a lot more work that was left on remaining workers which then lowered the morale.
Transformational Change
Transformational change is driven by organizations needing to reinvent and create new visions and implement new structures in assisting with the company’s overall goals and objectives. This could be a new system for streamlining, change of goals, or other new technology. These are all considered transformational changes because it is an internal process that will impact the entire organization and allow the company to reposition themselves within the market. A firm cannot just keep doing what it has been doing because other competitors will end up passing them with new improvements and changes and the firm could lose customers and even go under because they are not willing to adapt to the changes in the market (Carter, 2014).
A managers role in transformational change is very simple, influence, inspire, and lead. Managers need to be able to influence their associates by setting a great example and being a positive role model during the change. They should also be able to inspire and motivate their associates so that they can co.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
2Change ImplementationDeyanira DiazSouthern New Ha.docxstandfordabbot
2
Change Implementation
Deyanira Diaz
Southern New Hampshire University
MBA 687
Dr. Rivero
October 2, 2022
Change Implementation
Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch.
Key Stakeholders and their Significance
Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization.
Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged.
Every s.
Managing Organizational ChangeChange Management Plan March.docxlashandaotley
Managing Organizational Change
Change Management Plan
Marchello Williams
1
Set of steps in the OD Action Research Model
The OD approach involves three stages namely:
Planning actions
Action Phase
Output Phase (Rothwell et al., 2015).
Organizational Change
Almost every aspect of life is insfluenced by change. For businesses it is the only way to grow as well as remaining competitive in the market. Being prepared to accommodate change is very essential for sustainability and efficiency of the organization. This Action plan is based on problem, client and action. The main focus of this approach is to put data into action. This actions involve three stages. Stage one involves numerous planning actions initiated by both the working agent and the client working together. Stage two needs both involvement and collaboration between the people participating. Stage three which is also the final stage produce reflections, analysis, findings as well as conclusions.” Warner Burke’s Action Research Model” is one good example of this model. By utilizing seven stages this model enables clients to realize change. Od practitioners who embrace this model show better skills as mediators, meeting planners, counselors, coaches as well as facilitators.
2
Set of Steps in Appreciative inquiry
This approach involve for phases namely:
Discover
Dream
Design
Deliver (Lewis et al., 2016)
Set of steps in Kotter’s Eight Step Model
This model is made up of eight steps namely:
“Create urgency, Form a powerful coalition, Create vision for change, Communicate the vision, Remove obstacles, Create short term wins, Build on the change, Anchor the change in corporate culture” (Tan, 2016).
Appreciative inquiry involves four phases namely, “Discovery, Dream, Design, and Destiny/Delivery. The completion of these stages result in transformational change, sourced from collaborative inquiry with participants” (Rothwell et al., 2015). Discover is the first step which aims at finding emphasizing and illuminating all factors that have led to the best outcome in a specific circumstances. Dream is the second phase where you collectively and imaginatively have visions of what is possible. In design you develop what should be done as well as what can be done. Destiny is the last phase which involves committing to exploration of delivering, learning and innovating. According to the founder of the Kotters eight step model, neglecting one step can result to a serious fail of the model. Basically this model was developed for the purposes of emphasizing that change is not a process that is quick and simple.
3
Pros and Cons of and Action Research Model
Pros;
Used for collaborative work
Contextual and relevant to particular circumstances
Cons
Not always fully understood and implemented correctly.
Difficult without paper support
Can be viewed as ‘add-on’
Pros and cons of Appreciative inquiry
Pros;
Engage people effectively
Focused on what already works
Cons;
Bottom up approach
Giv ...
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
BUILDING THE TEAM 1
BUILDING THE TEAM 9
BUILDING THE TEAM
xxxxxxxx
Strategies for Change
xxxxxxxxxx
2 April 2019
Building the Team Strategies for Change
According to Kotter and Cohen, the second stage of change; an organization should build a guiding team to bring the right mastermind people with desired characters on board to effect change within an organization (Hughes, 2016). All employers working in a given organization have different characters with different perception and ideas about change about a specific issue. This stage allows leaders to integrate the minds of all workers and create a team that will foster change and leads it within the organization.
Building a team to address change
There are some ways through which leaders can build their teams in preparation for a change in an organization. First, employers should ensure that there is clarity of issues to the team members team will readily embrace a change when they all understand why, how, when, what and where the change is expected. Also clarifying to the members that the change is likely to affect the organization, employees, chains as well as the customers will make them desire to work in line to effect the change as expected by the management (Harrison, 2017). Clarity is very critical in building teamwork as it addresses “what if” situations enabling the team to plan well as act effectively towards a change. Also, it allows team members to analyze the risks and potential outcomes form a clear line of thoughts and take a perfect path in making the anticipated change a reality. Secondly, in building teams, leaders should embrace thoughts from different members to cultivate the diversity of thinking and acting through innovation. The collaboration of ideas creates an environment where people can connect, share and analyze situations concerning the desired and anticipated change with an entity. Thirdly, the management should encourage critical and strategic thinking in the run to achieving or effecting change. Critical thinking builds strategies since ideas are embraced (Hughes, 2016). The courageous aspect of thinking allows team members to see opportunities in various fields critically, anticipate for the unexpected risks, unleash the hidden excellence pursuit, and work with the motive of charitable purposes thus bringing the managerial change desired by many(Harrison, 2017). Additionally, employers should know the right composition of a team and the aggressiveness of the members of the coalition team.
Showing enthusiasm and commitment to team members
Building a guiding coalition in bringing change to an organization requires a high degree of enthusiasm and commitment. To show enthusiasm and commitment leaders should first consider the level of an organization and the weight if the change anticipated. Through this, leaders may decide to choose a group of 10, 20, or more members to a gu.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Running head 2.3 - CASE ANALYSIS FUNDING THE RAILROADS 1 .docxtoddr4
Running head: 2.3 - CASE ANALYSIS: FUNDING THE RAILROADS 1
2.3 - Case Analysis: Funding the Railroads
Susan A. Student
Embry-Riddle Aeronautical University
2.3 - CASE ANALYSIS: FUNDING THE RAILROADS
2
Abstract
Funding the Transcontinental Railroad in the 19th century was a major issue for the United States
Government. There were several possible courses of action. Two of these are included here as
well as the problems and advantages of each. In conclusion, the rationale for government funding
is presented.
Keywords: railroads, intercontinental, funding, entrepreneur
2.3 - CASE ANALYSIS: FUNDING THE RAILROADS
3
2.3 - Case Analysis: Funding the Railroads
I. Summary
The speculative benefits of a transcontinental railroad were easy enough to articulate:
there was fertile land out west for migrants to farm, gold and silver to be mined in California,
and of course it was a matter of national pride (Ambrose, 2000). According to Ambrose (2000),
the whole country was clamoring for it to be done, yet few were crazy enough to invest as “the
risks of financial failure and ruin were huge” (Union Pacific, n.d. para. 3). Ultimately, funding
was provided by the United States government via the Pacific Railroad Act of 1862, “mostly in
the form of land grants to the railroads; the railroads would sell the unused land to fund the
construction” (Ambrose, 2000, p. 47). Much of the land was all but worthless at the time, but it
was assumed that as transportation cost were reduced, the land would become more valuable
(Garrison & Levinson, 2014; Ambrose, 2000).
II. Problem
The problem is multifaceted. Unfortunately for the railroad companies, they could not
sell most of the land until after the railroad was built, and they could not build the railroad
without the proceeds of the land sales (Ambrose, 2000). Some relief came with the Pacific
Railroad Act of 1864 which doubled land grants and (more importantly) provided the ability to
borrow against the land grants by issuing bonds (Union Pacific, n.d.). However, even with
doubled bonds and the ability to borrow against them, the transcontinental railroad had major
financing difficulties (Ambrose, 2000; Union Pacific, n.d.).
On the other hand, Illinois representative E.B. Washburn (as quoted in Ambrose, 2000)
called the 1864 bill “the most monstrous and flagrant attempt to overreach the government and
2.3 - CASE ANALYSIS: FUNDING THE RAILROADS
4
the people…” (p. 94), charging that the Wall Street elites pushing for funding were only out to
profit off the public (Ambrose, 2000). Eglin Air Force Base Archaeologist Benjamin Aubuchon
(personal communication, August 17, 2016) affirms that while the Pacific Railroad Acts were
instrumental in building the transcontinental railroad, many railroad corporations in the
Southeastern U.S. were formed with no intention of following through.
Running head 50 CHARACTER VERSION OF TITLE IN CAPS 1 .docxtoddr4
Running head: 50 CHARACTER VERSION OF TITLE IN CAPS 1
Title of Paper (up to 12 words)
Your Name, Including Middle Initial
School
50 CHARACTER VERSION OF TITLE IN CAPS 2
Abstract
A concise summary of each section of your paper, using up to 250 words. Note that you do not
indent the first line.
50 CHARACTER VERSION OF TITLE IN CAPS 3
Title of Paper
Your first paragraph (or two) should be an introduction to the broad topic of your paper.
Many people write the introduction after writing the rest of the paper! Information in your
introduction should provide a foundation for the hypotheses of your experiment. In your
introduction, your goal is to convince readers that your research topic is (a) interesting and (b)
important. You may choose to begin your paper with a story, quotation, or relevant statistics
about your topic. You can think of your paper as a story about your dependent variable.
You generally will present broad background information about the topic in the first
paragraph of so. You will include at least two sections in the body of your paper. You will
summarize relevant information from prior research studies in the first section, which we refer to
as the “literature review” portion of a paper. You will present your detailed research proposal in
the second section (details are provided below). Some overall formatting rules to keep in mind
are: (a) use Times New Roman font, size 12; and (b) double-space the entire paper.
Information about the Literature-review Section
Content. In the first section of your paper, you should provide a literature review of prior
research and theory that relates to your experiment. The information you present should be from
diverse sources (e.g., journal articles, book chapters, web sites). Make sure it is clear to the
reader how information is related to your experimental hypotheses or procedure. So, if you are
using their method, then talk about their method; if they found similar results, talk about their
results; if they operationally defined their DV like you want to, then talk about that, etc. To make
this section of your paper effective, you should explicitly relate information from various sources
to each other and to your proposed research. After you discuss past research, you should make it
50 CHARACTER VERSION OF TITLE IN CAPS 4
clear how your study is the next logical one, that your study improves upon past studies, that
your study fills obvious holes left by the others.
Citation of sources. You should cite references throughout the body of your paper.
There are two ways to cite a source. The authors can be listed in the sentence, with the year in
parentheses: “The Davis (2001) web site presents information about American Psychological
Association (APA) style rules.” Alternatively, the citation can be entirely in parentheses: “The
web site presents information about American Psychological Association (A.
More Related Content
Similar to Running head 8-STEP MODEL18-STEP MODEL7.docx
2Change ImplementationDeyanira DiazSouthern New Ha.docxstandfordabbot
2
Change Implementation
Deyanira Diaz
Southern New Hampshire University
MBA 687
Dr. Rivero
October 2, 2022
Change Implementation
Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch.
Key Stakeholders and their Significance
Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization.
Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged.
Every s.
Managing Organizational ChangeChange Management Plan March.docxlashandaotley
Managing Organizational Change
Change Management Plan
Marchello Williams
1
Set of steps in the OD Action Research Model
The OD approach involves three stages namely:
Planning actions
Action Phase
Output Phase (Rothwell et al., 2015).
Organizational Change
Almost every aspect of life is insfluenced by change. For businesses it is the only way to grow as well as remaining competitive in the market. Being prepared to accommodate change is very essential for sustainability and efficiency of the organization. This Action plan is based on problem, client and action. The main focus of this approach is to put data into action. This actions involve three stages. Stage one involves numerous planning actions initiated by both the working agent and the client working together. Stage two needs both involvement and collaboration between the people participating. Stage three which is also the final stage produce reflections, analysis, findings as well as conclusions.” Warner Burke’s Action Research Model” is one good example of this model. By utilizing seven stages this model enables clients to realize change. Od practitioners who embrace this model show better skills as mediators, meeting planners, counselors, coaches as well as facilitators.
2
Set of Steps in Appreciative inquiry
This approach involve for phases namely:
Discover
Dream
Design
Deliver (Lewis et al., 2016)
Set of steps in Kotter’s Eight Step Model
This model is made up of eight steps namely:
“Create urgency, Form a powerful coalition, Create vision for change, Communicate the vision, Remove obstacles, Create short term wins, Build on the change, Anchor the change in corporate culture” (Tan, 2016).
Appreciative inquiry involves four phases namely, “Discovery, Dream, Design, and Destiny/Delivery. The completion of these stages result in transformational change, sourced from collaborative inquiry with participants” (Rothwell et al., 2015). Discover is the first step which aims at finding emphasizing and illuminating all factors that have led to the best outcome in a specific circumstances. Dream is the second phase where you collectively and imaginatively have visions of what is possible. In design you develop what should be done as well as what can be done. Destiny is the last phase which involves committing to exploration of delivering, learning and innovating. According to the founder of the Kotters eight step model, neglecting one step can result to a serious fail of the model. Basically this model was developed for the purposes of emphasizing that change is not a process that is quick and simple.
3
Pros and Cons of and Action Research Model
Pros;
Used for collaborative work
Contextual and relevant to particular circumstances
Cons
Not always fully understood and implemented correctly.
Difficult without paper support
Can be viewed as ‘add-on’
Pros and cons of Appreciative inquiry
Pros;
Engage people effectively
Focused on what already works
Cons;
Bottom up approach
Giv ...
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
BUILDING THE TEAM 1
BUILDING THE TEAM 9
BUILDING THE TEAM
xxxxxxxx
Strategies for Change
xxxxxxxxxx
2 April 2019
Building the Team Strategies for Change
According to Kotter and Cohen, the second stage of change; an organization should build a guiding team to bring the right mastermind people with desired characters on board to effect change within an organization (Hughes, 2016). All employers working in a given organization have different characters with different perception and ideas about change about a specific issue. This stage allows leaders to integrate the minds of all workers and create a team that will foster change and leads it within the organization.
Building a team to address change
There are some ways through which leaders can build their teams in preparation for a change in an organization. First, employers should ensure that there is clarity of issues to the team members team will readily embrace a change when they all understand why, how, when, what and where the change is expected. Also clarifying to the members that the change is likely to affect the organization, employees, chains as well as the customers will make them desire to work in line to effect the change as expected by the management (Harrison, 2017). Clarity is very critical in building teamwork as it addresses “what if” situations enabling the team to plan well as act effectively towards a change. Also, it allows team members to analyze the risks and potential outcomes form a clear line of thoughts and take a perfect path in making the anticipated change a reality. Secondly, in building teams, leaders should embrace thoughts from different members to cultivate the diversity of thinking and acting through innovation. The collaboration of ideas creates an environment where people can connect, share and analyze situations concerning the desired and anticipated change with an entity. Thirdly, the management should encourage critical and strategic thinking in the run to achieving or effecting change. Critical thinking builds strategies since ideas are embraced (Hughes, 2016). The courageous aspect of thinking allows team members to see opportunities in various fields critically, anticipate for the unexpected risks, unleash the hidden excellence pursuit, and work with the motive of charitable purposes thus bringing the managerial change desired by many(Harrison, 2017). Additionally, employers should know the right composition of a team and the aggressiveness of the members of the coalition team.
Showing enthusiasm and commitment to team members
Building a guiding coalition in bringing change to an organization requires a high degree of enthusiasm and commitment. To show enthusiasm and commitment leaders should first consider the level of an organization and the weight if the change anticipated. Through this, leaders may decide to choose a group of 10, 20, or more members to a gu.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Running head 2.3 - CASE ANALYSIS FUNDING THE RAILROADS 1 .docxtoddr4
Running head: 2.3 - CASE ANALYSIS: FUNDING THE RAILROADS 1
2.3 - Case Analysis: Funding the Railroads
Susan A. Student
Embry-Riddle Aeronautical University
2.3 - CASE ANALYSIS: FUNDING THE RAILROADS
2
Abstract
Funding the Transcontinental Railroad in the 19th century was a major issue for the United States
Government. There were several possible courses of action. Two of these are included here as
well as the problems and advantages of each. In conclusion, the rationale for government funding
is presented.
Keywords: railroads, intercontinental, funding, entrepreneur
2.3 - CASE ANALYSIS: FUNDING THE RAILROADS
3
2.3 - Case Analysis: Funding the Railroads
I. Summary
The speculative benefits of a transcontinental railroad were easy enough to articulate:
there was fertile land out west for migrants to farm, gold and silver to be mined in California,
and of course it was a matter of national pride (Ambrose, 2000). According to Ambrose (2000),
the whole country was clamoring for it to be done, yet few were crazy enough to invest as “the
risks of financial failure and ruin were huge” (Union Pacific, n.d. para. 3). Ultimately, funding
was provided by the United States government via the Pacific Railroad Act of 1862, “mostly in
the form of land grants to the railroads; the railroads would sell the unused land to fund the
construction” (Ambrose, 2000, p. 47). Much of the land was all but worthless at the time, but it
was assumed that as transportation cost were reduced, the land would become more valuable
(Garrison & Levinson, 2014; Ambrose, 2000).
II. Problem
The problem is multifaceted. Unfortunately for the railroad companies, they could not
sell most of the land until after the railroad was built, and they could not build the railroad
without the proceeds of the land sales (Ambrose, 2000). Some relief came with the Pacific
Railroad Act of 1864 which doubled land grants and (more importantly) provided the ability to
borrow against the land grants by issuing bonds (Union Pacific, n.d.). However, even with
doubled bonds and the ability to borrow against them, the transcontinental railroad had major
financing difficulties (Ambrose, 2000; Union Pacific, n.d.).
On the other hand, Illinois representative E.B. Washburn (as quoted in Ambrose, 2000)
called the 1864 bill “the most monstrous and flagrant attempt to overreach the government and
2.3 - CASE ANALYSIS: FUNDING THE RAILROADS
4
the people…” (p. 94), charging that the Wall Street elites pushing for funding were only out to
profit off the public (Ambrose, 2000). Eglin Air Force Base Archaeologist Benjamin Aubuchon
(personal communication, August 17, 2016) affirms that while the Pacific Railroad Acts were
instrumental in building the transcontinental railroad, many railroad corporations in the
Southeastern U.S. were formed with no intention of following through.
Running head 50 CHARACTER VERSION OF TITLE IN CAPS 1 .docxtoddr4
Running head: 50 CHARACTER VERSION OF TITLE IN CAPS 1
Title of Paper (up to 12 words)
Your Name, Including Middle Initial
School
50 CHARACTER VERSION OF TITLE IN CAPS 2
Abstract
A concise summary of each section of your paper, using up to 250 words. Note that you do not
indent the first line.
50 CHARACTER VERSION OF TITLE IN CAPS 3
Title of Paper
Your first paragraph (or two) should be an introduction to the broad topic of your paper.
Many people write the introduction after writing the rest of the paper! Information in your
introduction should provide a foundation for the hypotheses of your experiment. In your
introduction, your goal is to convince readers that your research topic is (a) interesting and (b)
important. You may choose to begin your paper with a story, quotation, or relevant statistics
about your topic. You can think of your paper as a story about your dependent variable.
You generally will present broad background information about the topic in the first
paragraph of so. You will include at least two sections in the body of your paper. You will
summarize relevant information from prior research studies in the first section, which we refer to
as the “literature review” portion of a paper. You will present your detailed research proposal in
the second section (details are provided below). Some overall formatting rules to keep in mind
are: (a) use Times New Roman font, size 12; and (b) double-space the entire paper.
Information about the Literature-review Section
Content. In the first section of your paper, you should provide a literature review of prior
research and theory that relates to your experiment. The information you present should be from
diverse sources (e.g., journal articles, book chapters, web sites). Make sure it is clear to the
reader how information is related to your experimental hypotheses or procedure. So, if you are
using their method, then talk about their method; if they found similar results, talk about their
results; if they operationally defined their DV like you want to, then talk about that, etc. To make
this section of your paper effective, you should explicitly relate information from various sources
to each other and to your proposed research. After you discuss past research, you should make it
50 CHARACTER VERSION OF TITLE IN CAPS 4
clear how your study is the next logical one, that your study improves upon past studies, that
your study fills obvious holes left by the others.
Citation of sources. You should cite references throughout the body of your paper.
There are two ways to cite a source. The authors can be listed in the sentence, with the year in
parentheses: “The Davis (2001) web site presents information about American Psychological
Association (APA) style rules.” Alternatively, the citation can be entirely in parentheses: “The
web site presents information about American Psychological Association (A.
Running Head YOUTH IN THE CRIMINAL JUSTICE SYSTEMYOUTH IN TH.docxtoddr4
Running Head: YOUTH IN THE CRIMINAL JUSTICE SYSTEM
YOUTH IN THE CRIMINAL JUSTICE SYSTEM 2
Introduction
Biblical point of view relies on the scriptures of God. The bible is a Christian holy book that gives the moral compass for what Christians engage in, whether in action or utterances. Through modern technologies and other methods, the secularized view of the criminal justice system in America has been influenced by the biblical concept.
Gaps and Omissions
Comprehending juvenile criminal justice, according to the biblical worldview, is to understand the leading cause of crime and human iniquities. Sin is a component of a biblical worldview. All crimes are treated as a sin, but not all sins are viewed as crimes. The juvenile criminal justice system would not exist if there were no crimes (Laurence, 2012). According to sinful human nature, crime always exists; hence the juvenile criminal justice system should be established to help in curbing crime.
The literature is mainly focused on the need to have a separate criminal justice system for juveniles but does not justify the punishment that juveniles ought to receive for crimes they commit. The literature gives detailed views on the topic, but it fails to conclusively articulate what should be done to reprimand crimes committed by youth. The bible is the book of Deuteronomy chapter 16:19 “do not pervert justice or show partiality ...” God is expecting impartiality those who serve distributive justice regardless of age, social status, or gender.
The biblical aim of justice is restoration, as illustrated in the stories such as Jacob and Esau. Human beings are equal in the eyes of the lord, meaning that justice has to be severed equally, although the literature focuses on separate justice for juveniles and adults. God created all human beings with equal value, but the literature seems to favor and try to treat juveniles who have committed similar crimes with adults differently. The literature does not mention that committing crimes against other people is committing a crime against God’s greatest creation.
Biblical Integration
Today youth are facing various risks of being involved in many forms of crimes that end up exposing them to the criminal justice system. Therefore, Christian adults are called upon to guide and bring significant transformation in the lives of the youth. Christians are called upon by God to exhibit unconditional love for juveniles. The church should advocate for fairness and justice for the young. Although some youth have a criminal record, the juvenile justice system's main goal should be to rehabilitate them. These youth can learn and grow from their mistakes. For Christians to create a just society, they should always restore a convicted offender back to society so that they can be integrat.
Running head TITLE1TITLE2Research QuestionHow doe.docxtoddr4
Running head: TITLE 1
TITLE 2
Research Question:
How does critical thinking help in the development of information literacy among youths?
.
Scholarly Article 1
Reference:
Abunadi, I. (2018). A Technology-Dependent Information Literacy Model within the Confines of a Limited Resources Environment. Information Technology & Libraries, 37(4), 119. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=133718516&site=eds-live&scope=site
Annotation: Write annotation in two paragraphs using your own words about the scholarly article above. I have provided the questions you should be answering.
Paragraph 1: Summarize
· What kind of source is this?
· What is the thesis or main claim of the source?
· What evidence or claims does the source present in support of the thesis? Present at least two examples of support the source uses.
· What other important claims does the source make?
Paragraph 2: Evaluate
· How adequately does the source support its thesis?
· How current is the information in the source relative to your research question?
· How credible and authoritative is the source for your research question?
· What limitations, if any, did you note in the source?
· How does the source help answer your research question?
Scholarly Article 2
Reference:
Rivano Eckerdal, J. (2017). Libraries, democracy, information literacy, and citizenship. Journal of Documentation, 73(5), 1010. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=125679440&site=eds-live&scope=site
Annotation:
Write annotation in two paragraphs using your own words about the scholarly article 2 above. I have provided the questions you should be answering.
Paragraph 1: Summarize
· What kind of source is this?
· What is the thesis or main claim of the source?
· What evidence or claims does the source present in support of the thesis? Present at least two examples of support the source uses.
· What other important claims does the source make?
Paragraph 2: Evaluate
· How adequately does the source support its thesis?
· How current is the information in the source relative to your research question?
· How credible and authoritative is the source for your research question?
· What limitations, if any, did you note in the source?
· How does the source help answer your research question?
EBook
Reference:
Crawford, J., & Irving, C. (2013). Information literacy and lifelong learning : Policy issues, the workplace, health and public libraries. Retrieved from https://ebookcentral-proquest-com.proxy-library.ashford.edu
Annotation:
Write annotation in two paragraphs using your own words about the ebook above. I have provided the questions you should be answering.
Paragraph 1: Summarize
· What kind of source is this?
· What is the thesis or main claim of the source?
· What evidence or claims does the source present in support of the thesis? Present at least two examples of support the sourc.
Running Head VULNERABILITY ASSESSMENT1VULNERABILITY ASSESSMEN.docxtoddr4
Running Head: VULNERABILITY ASSESSMENT 1
VULNERABILITY ASSESSMENT 2
Jane Q. Student
(Submission Date)
CJMS 630 90XX
Seminar in Security Management (2XXX)
Vulnerability Assessment: Era Church, City, State
Site Selection and Rationale
This vulnerability assessment was conducted at Era Church (“Era”), 429 State Street, City, State 90909, on the dates of September 25 - 28, 2017, and was followed up with subsequent interviews of relevant church personnel. The site was chosen for multiple reasons including the potential for a violent incident such as a mass shooting, and the potential for fraud or other financial crime. A vulnerability is defined as “weakness[ ] or gap[ ] in a security program that can be exploited by threats to gain unauthorized access to an asset” (Threat Analysis Group, 2017). Threats are events or persons, such as a natural disaster, fire, criminal act, or terrorist incident, that can exploit a vulnerability (Threat Analysis Group, 2017). A vulnerability assessment “evaluates all opportunities that may be exploited by a threat” and through a detailed process identifies areas where vulnerabilities can be mitigated to lower the risk (DiMarino, 2017). Risk is defined as “the potential for loss, damage or destruction of an asset as a result of a threat exploiting a vulnerability” (Threat Analysis Group, 2017). The vulnerability assessment at Era Church covers multiple areas to include physical, operational, technological, and financial vulnerabilities. While Era has taken measures to mitigate vulnerabilities, there are some recommendations in each area that could further mitigate risk.
Religion is a contentious and polarizing topic in the United States, which makes churches prime targets for groups or individuals who want to make a statement. Perhaps the most infamous church shooting in recent memory is when white supremacist Dylann Roof shot and killed nine African-American church members of Emanuel African Methodist Episcopal Church in Charleston, SC, on June 17, 2015 (Blinder & Sack, 2017). Roof brought a .45-caliber semiautomatic handgun into the church in a waist pouch, and attended the Bible study for approximately 40 minutes before he shot and killed the members using seven magazines and over 70 rounds (Blinder & Sack, 2017). This incident is just one of many violent incidents at places of worship. There is no sure-fire way to completely avoid incidents such as this shooting, but there are steps that can be taken to help minimize or avoid a large-scale incident.
In addition to the threat of violence, churches are also prime targets for fraud, both from internal and external threats. For instance, the Center for the Study of Global Christianity reports that in 2014 churches lost an estimated $39 billion to internal financial fraud (Thomason, 2016). Theft and embezzlement of church funds are two significant risks faced by faith-based institutions. (Thomason, 2016). In addition to an ins.
Running head STARBUCKS’ STRATEGY 1 Starbuc.docxtoddr4
Running head: STARBUCKS’ STRATEGY 1
Starbucks’ Strategy
Your Name
Course Name; Number
Dr. Laura Jones
University Name
Date Submitted
STARBUCKS’ STRATEGY 2
Starbucks’ Strategy
Place the title of the paper on the first line. Tab to the .5-inch mark to begin your
introductory paragraph. To develop an introduction, begin with some interesting facts about the
topic and then narrow the focus to the specific topics for discussion. This could include an
overview of the company. An overview could include, but not limited to the products or services
the company offers, the company size, customers, and the countries in which the company
operates. Include relevant information about the CEO. Include in-text citations to support the
information you present in the paper. An example of an in-text citation that you place at the end
of the information you paraphrased is (Boone, 2012). The introduction should include a thesis
statement and succinctly describe the order in which you organize the body of the paper. Please
provide in-text citations for the information you provide.
Elements of Starbucks’ Organizational Culture
Chapter 3 provides a discussion on different types of organizational cultures. Clearly
discuss the organizational culture for this company. Be sure to identify the specific type of
organizational culture. Provide in-text citations for the information presented in the paper.
Another approach to using in-text citation is to include the citation at the beginning of the
sentence as follows: According to Boone (2012), then present the information. Please note the
above heading is bold and the major words begin with capital letters.
Suggest some key elements of the company’s organizational culture that contribute to its
success in a global economy. Review the elements discussed at the two levels of a corporate
culture shown in Exhibit 3.6. Clearly link those key elements to the global success of the
company.
STARBUCKS’ STRATEGY 3
Consider Exhibit 4.4: Key factors in the International Environment, in making the link.
Provide in-text citations for the information presented in the paper. If there are two authors for
the source you are using, an example of the in-text citation that comes at the end of the
information you paraphrased is as follows: (Boone & Kurtz 2012).
Suggest as many key elements of the company’s organizational culture you believe
contribute to its success in a global economy. Clearly discuss the ways in which each element
contributes to the success.
Management’s Role in the Organizational Culture
Indicate the management role with creating and sustaining the organizational culture.
Exhibit 1.7 lists ten managerial roles and activities involve in management. Clearly link activities
within the management’s role to relevant aspects of creating and sustaining the organizational
culture. Provide in-text .
Running head SHORTENED VERSION OF TITLE1Title of Your Rese.docxtoddr4
Running head: SHORTENED VERSION OF TITLE
1
Title of Your Research Study
Author(s) First, Middle Initial (if applicable) and Last Name(s) in Starting with the
Individual who Made the Biggest Contribution (not alphabetical)
Institutional Affiliation(s)
Author Note
The author note is typically used in manuscripts that will be submitted for publication. The author note may provide additional information regarding the affiliations of the authors. It is also used to acknowledge those who contributed to the study, but not at the level of authorship. Lastly, the author note typically includes contact information for at least one author (see APA guide p. 24, section 2.03 & sample paper on p. 41.)
Remember to format the author note using block format (no indents, left or right justification).
Abstract
The abstract is a brief (usually 100-150 words) summary of your experiment. What was your question? What did you do? What did you find? What is your conclusion/interpretation? Try taking the lead sentence or two (but not word-for-word) from your introduction, results and discussion and integrate them into your abstract. Additionally, add a sentence or two describing your procedure, especially if it differs from those typically used to study the phenomenon.
The abstract is page two. Nothing goes on this page except the abstract. Center the word "Abstract" on the page and format in bold-face type. Do not put the title of your paper on this page. Begin typing the abstract on the line directly below the heading.
Notice that the abstract is not indented, and is written in block format. It is also double-spaced. Typically, the abstract is one paragraph in length.
Keywords: type a few words (or phrases) that would be useful if someone was searching for a study similar to this one. For example, if you studied reaction time in a card sorting task your key words might be “card sorting,” “response time” and decision making. (Note: the word “keyword” is italicized and indented.)
Title
On the third page, you typically begin your introduction. Notice that the word "INTRODUCTION" does not appear at the top of the page as many of the other headings do. The title used is the same one that appears on the cover page.
The first paragraph should contain a description of the phenomena that you are studying. Make a general statement about the phenomenon and how it is typically measured. Also, talk about how one might manipulate or influence the outcome (i.e, what variables could potentially influence the results).
Subsequent research should describe previous research that examined the phenomena. These studies serve to provide the rationale for your study. What did the researchers do? What did they find? What did they conclude?
Do this for each study cited. Typically, one or more paragraphs are necessary to explain each study. Try to make the transition smooth from one paragraph to the next. Use transition words (see SIGNAL WORDS hand.
Running Head: THEMATIC OUTLINE 1
Thematic Outline
Your Name
Institution
Exploring Research
Professor
Date
THEMATIC OUTLINE 2
Abstract
This thematic outline is designed to…………….
*Don’t forget to put your Keywords: List just a few keywords.
THEMATIC OUTLINE 3
Article
Theme
1.
A
2.
A, B
3.
D
4.
B
5.
A, D
6.
A, C
7.
B, C
8.
A, B, C
9.
A, B, C, D
10
B, C
THEMATIC OUTLINE 4
Theme
Articles Cited
A-
B-
C-
D-
E-
THEMATIC OUTLINE 5
References
Running head: RESEARCH PAPER 1
Research Paper
Your Name
Institution
Exploring Research
Professor
Date
RESEARCH PAPER 2
Abstract
Do not indent the first line of the Abstract Paragraph. Follow the guidelines in the Sample APA Formatted Abstract t.
· Keywords: Don’t forget to include the Keywords at the bottom of the Abstract.
RESEARCH PAPER 3
RESEARCH PAPER 4
.
Running head: TOPIC RESEARCH PROPOSAL 1
TOPIC RESEARCH PROPOSAL 3
Topic Research Proposal
Insert the Student’s Name
Instructor’s Name
Course
Date
Section 1: Topic/Central Idea
The key emphasis or the central idea lies on persuasion of people to participate in tree planting exercise in the United States. Tree planting has been emphasized by many governmental and non-governmental organizations in the United States and even outside the country. Planting of tress has many benefits both to the human beings and the environment. The general purpose is to persuade and motivate people to take part during the tree planting day in the United States. The specific purpose is to ensure that people are aware about the importance of tree planting. The central idea is to ensure that people are aware with the benefits which come with tree planting.
Section 2: Annotated Bibliography
· Nguyen, Nowak, D. J., Hirabayashi, S., Bodine, A., & Greenfield, E. (2014). Tree and forest effects on air quality and human health in the United States. Environmental pollution, 193, 119-129.
This particular presents unbiased information regarding tree planting. The authors found out that tress had some positive effect on quality of air. The data from the targeted individuals was taken. In this particular manner, biases were removed. The article was published in 2010 therefore it is up to date. The data was collected using various instruments of data collection. The researchers conducted various scientific studies and the data was obtained from the field. The data was therefore collected from primary sources. This particular article highlights the importance of tress. It will therefore be useful in my speech since it contains valuable information.
· Pincetl, S. (2010). Implementing municipal tree planting: Los Angeles million-tree initiative. Environmental management, 45(2), 227-238.
The key message in this particular revolves around implementation of Municipal tree planting policy in Los Angeles. (Pincetl, 2010) examined the initiative which was aimed at planting about a million tress in Los Angeles. The article is not biased because it involved conducting empirical study. The author is well conversant with the tree planting initiatives. The data was collected from both primary and secondary sources. The article is up to date on the issues of tree planting. The purpose of this article is to keep the reader well informed on the tree planting initiatives. This information will be useful in my speech because it outlines an example of an initiative of tree planting.
Section 3: Talking with the audience
There are various considerations I will need to make with regard to my topic and evidence to connect with my audience. I will demonstrate to them and table evidence of benefits of tree planting. I will also.
Running Head: VIRTUAL ORGANIZATION 1
VIRTUAL ORGANIZATION 3
Virtual Organization
Institution
Professor
Course
Date
Virtual organizations refer to organizations whose employees are geographically spread and connect through phone, internet or email (Hebert, 2017). The concept of a virtual organization utilizes technology from a management perspective in which employees engage in different tasks to achieve the organization’s objectives. There are various benefits associated with virtual organizations. First, the owner of the business incurs lower overhead costs because a virtual organization needs no office space, furniture or paying for utilities (Shamsuzzoha & Helo, 2017). For example, an online education business only needs tutors and students. Secondly, employees are more satisfied due to the comfort of working from their own houses, for instance, tutors in a virtual institution can lecture students at the comfort of their homes. Lastly, the owner of the business can expand the business without having to worry about moving the many employees to a larger office.
However, a virtual organization is prone to many risks that hinder its effectiveness in terms of achieving its objectives. One of the risks is lack of cohesiveness in the organization. This is brought by the fact that the employees are spread and thus difficult to call for an emergency meeting in case an urgent need arises (Wohlers & Hertel, 2017). Secondly, there is a risk to reputation for customers may not perceive a virtual organization as a real company. Lastly, lack of social interaction discourages teamwork. Despite all these, there are various opportunities associated with virtual organizations such as the opportunity to reach the vast majority of the customers as well as an opportunity to change the strategy used by the business easily and for less cost.
References
Hebert, J. L. (2017). The Identification of Leadership Competencies within a Global Virtual Organization (Doctoral dissertation, The Chicago School of Professional Psychology).
Shamsuzzoha, A., & Helo, P. (2017). Virtual supply chain–event handling and risks management in collaborative networks. International Journal of Advanced Logistics, 6(1), 1-13.
Wohlers, C., & Hertel, G. (2017). Choosing where to work at work–towards a theoretical model of benefits and risks of activity-based flexible offices. Ergonomics, 60(4), 467-486.
Friend discussion 1 ( noura)
When independent firms join together and create a network, it is called a virtual organization. Firms with different characters joined temporarily to construct services or products. Virtual organization represent a different organizational form but cannot be considered as a firm's attribute (Cunha & Putnik, 2006). Firms in this type of organization.
Running Head: THE MARKETING PLAN 1
5
Natasha McClarin
October 6, 2018:
INTRODUCTION
Women on the Go is a start-up company that has over many years targeted women who cannot do clothing purchasing. The target is because there are women out there who do not know how to purchase their clothing and accessories. Therefore, assistance will be given by women on the go since that is the main aim of the company. This specific service will be aimed at rich customer who simply do not have much knowledge of the clothing industry and time to visit clothing stores in town. Despite all of these, such kind of people they have social obligation that they are supposed to meet, therefore Women on the go is there for me.
The business model for women on the go is the franchise business model, here the company has reach agreement with other clothing manufacturing companies that we will sell products to women on their behalf. It will be done in a percentage of the invoicing or sometimes a fixed fee depending on the particular agreement. The product line of the company will be women right casual, semi-formal look and gym wear and accessories.
Mission: Traditional, ethnic products creating sustainable employment for craftsmen and
artisans in rural India.
Target Segment: Focusing on women who are in need of dressing assistance for social occasions and are willing to have an organization which can style up their quotient.
Life Style: Affluent women who are rich of upper middle class or who are on business and corporate class.
Age group: 23 years and above
Geography: Anyone with any color, culture or Origin.
Geographical Places: Metros, tier 2 & tier 3 cities.
Product line: Dedication to dress women in formal and semi-formal look, right casual look, teamed with right accessories.
Tag line: Women on the go dresses you up.
Below is a market Research
1. Our company has decided to follow a mixed strategy here by combining both deductive and an inductive approach, using ethnographic research and a case study method.
We have decided that we will study the target section that the company has indicated above by initiating online programs where we will be able to know how many women want to up their dressing style quotient, idea to convert women to be buying our services, this will definitely create an idea in their mind that image and personal branding will make them in profession and person life.
2. We will also conduct online surveys of the targeted group in association with the lead up market brands like Dolce & Gabbana, Gucci and Louis Vuitton. With no doubt is that they will support us since they will be sure to be our future suppliers.
3. We conduct ground discussions with our own sales teams which is down on the market floor of leading garment accessories and shoe brands.
4. We will also have a promotion strategy, where we will be able to sit in promotions with a woman working in.
Running head TITLE OF ESSAY1TITLE OF ESSAY 2Title .docxtoddr4
Running head: TITLE OF ESSAY
1
TITLE OF ESSAY
2
Title of Essay
Author’s Name
University of the Cumberlands
Abstract
Abstracts are research tools that can help you readers determine if the scope of your article/essay will help them in their own research. In APA, abstracts are typically 150-250 words in length and provide an evaluative summary of the essay to follow. The personal opinion of the author is strictly prohibited in abstracts. Unlike a body paragraph, the first line of an abstract is not tabbed-in. For many student essays, especially in lower-numbers courses, an abstract will not be required; still, it is good to practice this skill.
Title of Essay
In APA style, the introduction of the essay should begin here, followed by the body paragraphs. APA is typically a more formal style than most students are accustomed to using in a writing course. For the purposes of this course, the level of formality should be based on the assignment. For example: APA asks that students always write in third person (avoiding words such as I, me, we, our(s), you, your(s), etc). Certain rhetorical modes, however, don’t cater well to third person (narrative and reflection writing are two such examples). In these situations, first person (I, me, we, our(s)) may be, and should be employed; second person (you, your(s)) should be avoided in all academic writing unless an essay is specifically designed to relay instructions (there are few assignments that will employ second person).
Like any essay, students should make sure their essays are formatted with one inch margins, with their text exclusively in Times New Roman 12-point font, and students should double space their lines. This document can be downloaded and used as a template wherein students may simply replace names, titles, dates, and so on with their own information.
The final page of this document will demonstrate a References page. If a student uses information from any source, that source must be identified within the text and listed on a References page. These citations should be listed in alphabetical order and, opposite to the way a normal paragraph works, the first line should be flush left and each following line should be tabbed in. Though there is really no substitute for a good APA Style Manual, students can refer to a citation generator such as www.citationmachine.net to ensure proper formatting. Any further questions should be directed to the instructor of the course.
References
Badley, G. (2009). A place from where to speak: The university and academic freedom. British
Journal of Educational Studies, 57(2), 146-163. doi:10.1111/j.1467-
8527.2009.00429.x
Baumanns, M., Biedenkopf, K., Cole, J. R., Kerrey, B., & Lee, B. (2009). The future of
universities and the fate of free inquiry and academic freedom: Question and answer
session. Social Research, 76(3), 867-886. Retrieved from EBSCOhost.
Berthoff, A. E. (2009). Learning the uses of chaos. In S. M.
Running head Project Type Unit 5 Individual Project3Ty.docxtoddr4
Running head: Project Type: Unit 5 Individual Project 3
Type your Name Here
MGMT412 – Project Management
Date of Submission
Unit 5 Individual Project
Introduction
Provide a brief introduction (2-3 sentences) for the purposes of previewing what will be covered. Remember to always indent the first line of a paragraph (use the tab key). The margins, font size, spacing, and font type (italics or plain) are set in APA format. Please do not change the names of the headings and subheadings, and do not change the font or style of font.
(Delete the information provided in the instructions.)
Time Required to Complete Jobs
Mike was hired as a project manager to install hardwood floors for the company Awesome Floor and Tile. They will be installing new flooring into a local office building. Mike comes up with the list of work and estimates the time. A list of activities and their optimistic completion time, the most likely completion time, and the pessimistic completion time (all in days) are estimated in the table.
Activities
OT
MT
PT
Activity 1
2
3
4
Activity 2
3
6
9
Activity 3
4
8
12
Activity 4
6
8
10
Activity 5
8
10
12
Activity 6
10
14
18
Activity 7
4
6
8
Activity 2 starts immediately after Activity 1.
Activity 3, Activity 4, and Activity 5 start concurrently after Activity 2.
Activity 6 does not start until after Activity 3, Activity 4, and Activity 5 are completed.
The carpet installation project is complete after Activity 7 is completed.
Determine and Explain Key Calculations
Determine and explain the expected completion time and the variance for each activity. Determine and explain the total project completion time and the critical path for the project. Determine and explain Early Start (ES), Early Finish (EF), Late Start (LS), and slack for each activity. What is the probability that this project will be finished in 40 days or less?
This should be 1-2 paragraphs in length. (Delete the information provided in the instructions.)
Benefits of Using Project Management Techniques
Define how to gather the project requirements. Analyze whether there are any potential changes that could impact overall project schedule and project finishing times. Explain the best methods for managing the change requests and what kind of process this project should involve. Analyze implications of changes in project scheduling. How do changes impact the calculations and the critical path? Evaluate applications of project management techniques in terms of the firm's business operational goals and requirements.
This should be 2-3 paragraphs in length. (Delete the information provided in the instructions.)
Conclusion
Add some concluding remarks in a sentence or two.
This should be 1-2 sentences. (Delete the information provided in the instructions.)
References
NOTE: The reference list starts on a new page after your conclusion.
(Edit these references, add additional ones you used and delete the references you did not use.)
eBook - AIU Course.
Rubric: Writing Assignment Rubric
Criteria Level 3 Level 2 Level 1
Criterion 1 -
Topic
selection &
approval
(20 pts)
Proposed topic submitted on time and
covered one of the assigned issues:
description of a current issue, its solution, its
economic implications, or impact on
ecosystems.
(20-18 pts)
Proposed topic submitted on time but weak coverage of
the assigned issues: description of a current issue, its
solution, its economic implications, or impact on
ecosystems.
(17-14 pts)
Proposed topic submitted late and/or and weak
coverage of the assigned issues: description of a
current issue, its solution, its economic
implications, or impact on ecosystems.
(13-0 pts)
Criterion 2 -
Scientific
Content and
Synthesis
(100 pts)
Facts, organization, and conclusions follow
a clear, logical sequence that supports the
thesis statement. Citations of scholarly
references support scientific content.
Accurate scientific information. No text has
been copied verbatim without proper source
recognition. Outstanding treatment of
applicable course outcome.
(100-90 pts)
Nearly all directions followed. Although the writing is
essentially well organized, the audience analysis, the
statement of purpose, or the handling of the content is
flawed. Occasional vague wording hinders precise
communication. Contains one to two science content
errors. One to two statements (or significant phrases)
have been copied verbatim without proper source
recognition. Superior treatment of applicable course
outcome.
(89-70 pts)
Unsatisfactory or incorrect content. Many content
errors; content is largely unsupported generalities.
Points are inadequately developed; few specifics.
Poorly organized; difficult to follow. Substantial
text (e.g., more than six statements or significant
phrases) has been copied verbatim without proper
source recognition. Significant overdependence on
one to two references. Did not satisfy applicable
course outcome.
(69-0 pts)
Criterion 3 -
Scholarly
APA
References (40
pts)
All references were in APA-style and were
properly cited using in-text and reference
listings. Used 6 or more references. Many
different, reputable types of references are
used (e.g., textbook, scientific articles,
encyclopedia, reputable Internet sources).
(40-36 pts)
Most references were in APA-style and were properly
cited using in-text and reference listings. Used 3-5
references. Many different, reputable types of
references are used (e.g., textbook, scientific articles,
encyclopedia, reputable Internet sources).
(35-25 pts)
Improper use of APA-style and/or in-text citations.
Used 3 or fewer references and/or consulted
unreliable resources (blogs, Wikipedia, etc.).
(24-0 pts)
Criterion 4 -
Effective
Writing
(30 pts)
No writing or grammatical errors. Words are
chosen and sentences are constructed to
make the information u.
Running Head: ON-BOARDING 1
Running Head: ON-BOARDING 4
On-Boarding
Felicia Griffin
Professor Keith Lipscomb
BUS 325: Global Human Resource Management
February 13, 2019
Onboarding process is a usual process in the recent past in many business organizations. Onboarding seeks to ensure that new employees are easily embedded into the systems as fast as possible. New employees can adjust much more comfortable when they have better employees to ease them in. It helps new employee recruits to adjust to the social and performances. It is mainly aimed at maximizing success. Various vital steps need to be followed in ensuring that new recruits are effectively realigned into the organizational structure.
This is an essential procedure in organizational performances it ensures that new recruits take the shortest time possible to settle and establish better relations with other employees. It is the best way that a business organization can ensure that new recruits concentrate on the primary purpose of the organization rather than focus on how they can settle in their new working environment and social environment.
The onboarding process is an exceptionally chronological process where a beginner follows a given order of events in the organization. The first step is to study the new employee characteristics. It involves understanding their character and their ability to be integrated into the company operations smoothly. This process is very significant because the company can know quite earlier the behavioral adjustment that a given new employee can make to become successful.
The next step in the process is the deployment of newcomer tactics. Within this stage, the new employee develops a relationship with the existing employees within the organization to have a conducive business environment. The next step in the onboarding process is the readjustment of new employee tactics and behavior to conform to organizational culture and be in a position to work effectively towards the achievement of the set organizational goals.
One of the most critical elements of onboarding in a global environment is studying and understanding the characteristics of the new hire to be in a position to know how easy the new recruit will be able to adjust to the organizational culture and its operations. Another vital element in onboarding is the creation of an understanding between new recruits and the already existing employees within the organization to formulate a formidable team that can propel the organization to new heights.
References
Carter, T. (2015). Hire right: the first time: how to improve your recruitment & onboarding process. Journal of Property Management, 80(3), 26-30.
Stephenson, J. (2015). Improve Your Employee Onboarding Process With Seven Storytelling T.
Running head PERSPECTIVE ON INTEGRATION BETWEEN CHRISTIAN FAITH .docxtoddr4
Running head: PERSPECTIVE ON INTEGRATION BETWEEN CHRISTIAN FAITH AND PSYCHOLOGY 1
Integration Between Christian Faith and Psychology 7
Integration Between Christian Faith and Psychology
Liberty University
PSYC-420
Abstract
This paper will discuss psychology and Christianity: Two disciplines that seem to be difficult subjects when discussing an integrated approach. There are some people who believe that, psychology has become one completely different subject than Christianity and both at times have lost all connection with the other. In addition, there are integrative models of disciplinary that think psychology is strictly a science and Christianity is solely based on faith and religion and the two cannot be integrated together. After further review of evidence, it seems that the integration approach for both disciplines are given by God and that they both should be integrated to create a more understanding of humanity. The focus of this paper is to describe the Allies” model and how it relates to integrating two disciplines; psychology and Christian faith. In addition, the strengths and limitations of the Allies model will be discussed. Also included are definitions of both subjects and views on different approaches towards this matter. Scriptures will be added that correspond with this approach, as well as, several factors that lead to the integration process of both disciplines. After further studies of the evidence of various disciplines, it seems like the “Allies” model best fits the relationship between psychology method and Christianity.
Integration between Christian faith and Psychology
Webster dictionary states that psychology is, “The science of mind and behavior and the study of mind and behavior in relation to a particular field of knowledge or activity” (Merriam-Webster, 2017). Whereas, Christianity is defined, “A religion based on the person and teachings of Jesus of Nazareth, or its beliefs and practices” (Merriam-Webster, 2017). After the evidence from various disciplines of study, it seems that a person’s foundation is based on what we see and how we know. This leads a person to believe that it is crucial for Christian counseling to use both psychology and Christianity. There are several different methods that psychological theory and science use to gain knowledge. These are: “Logic,” “Empiricism,” “Revelation,” and “Hermeneutic” (Entwistle, 2015. P. 97). Whereas, experiments in psychology use deductive logic when testing a hypothesis. Inductive reasoning uses experiments that show a correlation by manipulating the variables. For instance, we use science to find out if a statement is true or false. An idea is a suggestion upon which an argument is based or from which a conclusion is drawn. For.
RubricThe final for this course is a paper titled Improvement Proj.docxtoddr4
RubricThe final for this course is a paper titled Improvement Project Report. Below is the rubric for this that details the expectations.Well developedEssentially DevelopedPartially DevelopedMarginally developedUnaccep-tableThis is how your final paper will be graded15-1312-109-76-43-0“Plan” Stage: Paper clearly addresses the goal or overall aim of what the Improvement Project is trying to accomplish; details objectives; identifies evidence-based research. Includes introduction, review of literature, “Do” Stage: Paper describes what the intervention was and what was done; details changes made; describes how actions were based on research; details how the data was collected and by whom. Includes aim statement, changes implemented, how will you know if improvement has been made“Study” Stage: Paper describes how the change is an improvement; details what data was collected; displays data in an appropriate format; details what went right, wrong, and what changes can be made that will result in improvement. Includes Likert scale and run chart (required)“Act” Stage and Summary of Learning: Paper describes how student will use what has been learned to make more improvements; provides a detailed summary of learning from the project; provides a summary of learning regarding the PDSA Improvement model and how to apply it in the future; details how to sustain improvement and if any more changes will need to be made. Includes lessons learned from project and use of PDSA in the futureResearch and Documentation: Synthesizes in-depth information from relevant sources representing various points of view/approaches; APA format and style of citation used appropriately throughout the paper; adequate number of sources referenced. Paper length 8-10 pages NOT including title and reference page. Four references: at least 3 scholarly, 2 reliable Websites. APA formatMechanics: Word choice, sentence structure, spelling, and punctuation; evidence of proofreading for sentence errors. Includes use of Arial or Times New Roman Font of 12, margins one inch, at least 1.5 or double spaced, OVERALL SCORE: WRITING 5 Title page, reference page, use of spell check, grammar proofing, proper capitalization and punctuation, avoiding use of "second person"OVERALL SCORE: CRITICAL THINKING 5 Includes: integration of research and learning into projectBuilt-in Points50Total50ABCDF135-150120-134105-11990-104below 90
Running head: Self-Improvement 2
Self-Improvement 2
Self-Improvement Project Update
Tamara Giebler
National American University
Quality and Risk Management
Ruth Vivian Derby
December 25, 2018
Comparing my data and seeing how it relates to my expectations from the beginning of the class. We have developed a tool to record all expenditures for a week, using checking, cash receipts, credit card statements. For week one to week four was two to four, I thought that I would have had my record keeping better by now, but if I keep working at it, it will get b.
Running Head: LETTER OF ADVICE 1
Letter of Advice
Student’s Full Name
COM 200: Interpersonal Communications
Instructor:1
Use Full Date – September 24, 2015
1 Please use your instructor’s full name.
Purpose: Use this sample Final Paper for a better understanding of what is present in a high
quality Final Paper: Letter of Advice. We’ve included these elements of constructive criticism to
demonstrate that even “A” quality work still receives comments to improve the student’s thinking
and writing on the topic. Please note that this paper was written when a slightly different set of
learning objectives were being used in this class. Be sure you use the learning objectives listed in
the final paper prompt.
See the footnotes at the bottom of each page for information about what the student has done well
in this assignment and also some areas for improvement.
LETTER OF ADVICE 2
Dear Cassy and Jeremy,
Congratulations on your recent engagement. It’s such a great time in your life. My wife
and I have been married almost 8 years. I also just took a class on interpersonal communications
and would love to share with you some of what I learned in addition to some personal
experiences.2 Knowing how your partner communicates and uses verbal and non-verbal
communication is important in a relationship and will help in reducing miscommunications.
Know going in to your marriage that there will be conflict but learning how to manage or resolve
those conflicts will help in a successful marriage. I know you both love each other very much
and that will help get you through those difficult times.3
Interpersonal Relationships4
Interpersonal relationships are part of our everyday life. Getting married forms one of
the most important interpersonal relationships you will ever have. But with any relationship there
are barriers to effectively maintain those interactions. Our self-concept is developed through our
interpersonal relationships and changes over time. Emotional intelligence also has a great impact
on how effective a relationship will be. The amount an individual discloses of themselves in a
relationship can vary depending on the type of relationship and can have both negative and
positive effects. Interpersonal conflict is probably one of the most challenging aspects of a
relationship and managing these conflicts effectively is important to the relationship’s wellbeing.
2 While we usually discourage people from using the first person, this essay asks that the student write a personal
letter, so it is okay to be more casual here
3 This is a good introduction. It would be even stronger with a more definitive thesis statement. The Writing Center
has a great “Thesi.
Running head LEADERSHIP PORTFOLIO1LEADERSHIP PORTFOLIO4.docxtoddr4
Running head: LEADERSHIP PORTFOLIO 1
LEADERSHIP PORTFOLIO 4
Leadership Portfolio
Your Name
Southern States University
Abstract
You will write a 150-word overview of your leadership style and techniques here.
Keywords: Leadership Portfolio
Write a 5-10 sentence explanation of your leadership style to introduce your paper.
Leadership Potential Assessment
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Managerial Leadership Skills
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Big Five Personality Profile
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Motive Profile
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Motive Profile with Socialized Power
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Leadership Interest
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Theory X and Theory Y Attitudes
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
How Ethical is Your Behavior
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Strategic Management Assessment
You should write 3-5 sentences about the assessment including your score and how you can apply that information as a leader.
Personal Vision Statement
You will include the personal vision statement from your week 7 paper here. This information will come from your week 7 paper.
Personal Mission Statement
You will include the personal mission statement from your week 7 paper here. This information will come from your week 7 paper.
Personal SWOT Analysis
You will include the SWOT Analysis from your week 7 paper here. If you did not properly quote things and use in text citations for your original paper, you should update that for this submission. This information will come from your week 7 paper.
Motivational Theory
You will include at least 1-2 pages of information from your motivational theory paper here. You should include a minimum of three references in this section. If you did not properly quote things and use in text citations for your original paper, you should update that for this submission. This information will come from your week 2 paper.
Communication, Conflict, and Power
You will include at least 1-2 pages of information from your communication, conflict, and power paper here. You should include a minimum of three references in this section. If you did not properly quote things and use in text citations for your original paper, you should up.
Running Head: LAB 5 1
LAB 5 7
Lab 5
Gretchen Greene
Nathan Stewart, PhD
May 8, 2017
Executive Summary
As with any new technology, risks can arise in e-commerce that is not common to those traditional “brick-and-mortar” stores. A huge concern for e-commerce applications is credit/debit card use. Major damage can be done to an organization if the credit/debit card transactions are not secured in terms of financial fraud, loss of consumer confidence, identity theft, or legal regulations.
Online Goodies provides custom promotional gifts to corporate customers and is an Internet-based company. Some of their products include mugs, computer accessories, t-shirts, and office décor. The majority of its income comes from online credit card purchase. They give their repeat customers a discount based on their annual purchase amount.
This report is to create a test plan for Online Goodies based on the OWASP standards. The report includes an overview and rationale of all of the tests performed including a brute force test, an authentication test, privilege escalation test, code injection test, and web application fingerprint test.
Table of Contents
Executive Summary……………………………………………………………………………….2
Table of Contents………………………………………………………………………………….3
Types of Test Being Performed…………………………………………………………………...4
Test Plan for Online Goodies Site According to OWASP Standards……………………………..4
Rationale for Testing Used………………………………………………………………………..4
References…………………………………………………………………………………………7
Types of Tests Performed
The least expensive way to reduce costs and risks and improve software quality is to catch deficiencies as early as possible. To understand the guidelines for testing the OWASP Testing Guide was used. The tests used in this plan are: Usability Testing, Unit Testing, Interface Testing, Integration Testing, Functionality Testing, Performance Testing, Security Testing, Authentication and Authorization Testing, Privilege Escalation Testing, and Web Application Fingerprint Testing.
Test Plan for Online Goodies Site
The purpose of his test plan is to ensure the Goodies site meets all of its business, functional, and technical requirements. The test plan describes the schedule of test activities, test plan strategy, activities, resources, and scope. This document will identify the features on the site to be tested, the testing tasks, the user assigned to each task, each testing environment, techniques, explanation of options, and risks.
Before actually testing the site, you have to create test cases. This is the sample data which will be used to go through the system. These can be created as soon as the requirements are received. Additional test cases should be created to test other aspects of the system due to its complexity.
Explanation of Testing
Usability testing is one of the most important aspects of building a website. Users are not going to take the time to try to use a website that is poorly designed. We are used.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
GIÁO ÁN DẠY THÊM (KẾ HOẠCH BÀI BUỔI 2) - TIẾNG ANH 8 GLOBAL SUCCESS (2 CỘT) N...
Running head 8-STEP MODEL18-STEP MODEL7.docx
1. Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change
in numerous Organizations. So as to stay underway, business
associations are confronted with an unavoidable requirement for
change. , the business must embrace innovation and procedures
so as to manage contenders. Changes figure out which
organizations flourish, and that blurs. To impact the move, the
organization faces obstruction since you don't have a clue how
to go about it, who to include, and how might this benefit
representatives (Burnes, B., and Randall, J. 2015). There exist
many theories that try to explain management change, but the
outstanding one is Kotter's 8-step change model. According to
Kotter, successful change in an organization such as Sear
Roebuck cooperation involves systematic steps. These steps are
establishing a sense of urgency, create a coalition, Develop
vision and strategy, communicate the vision, empower broad-
2. based action, Generating short-term wins, consolidating gains
and producing more change and anchoring new approaches into
the society. These steps and their application in management
change are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees
on the importance of acting promptly and without delay. It
describes a positive state of mind that managers should evoke to
those they lead. It is not a tool of pointing how competitors are
better off or showing people poor sales statistics, but, opens a
convincing honest dialogue about the internal affairs of the
business (Centrella, S. 2019). As a leader of a company such as
Sears Roebuck Company, one can do the following to create a
sense of urgency: see probable uncertainties and extend
proposal of what can take place in future, and also requests
outside help from customer and business people to reinforce his
case
Creating a coalition
At this phase of change of an organization, the administration
joins a gathering of individuals who have characteristics to lead
and can encourage collaboration. A solid group from over the
association is a significant instrument for pioneers who are
supporting for new change in the organization. Concluding who
to remember for the group is additionally significant. A
significant instrument in an alliance is decent variety: the group
made must contains people who have immense experience,
aptitudes, and systems in the business world. Character
characteristics likewise assume a basic job in the business
condition and influence our day by day exercises and
association with others in the association. Childishness and
interruptions is a portion of the individual qualities that prevent
cooperation, accordingly easing back the procedure of progress.
Persuading bunch staff that change is significant takes capable
initiative characteristics and noticeable help from the
association. So as to make a solid alliance, one needs to spot
3. pioneers and partners who submit one to group fabricating and
evaluate the group for more fragile territories.
Vision for change
Change comes about because of the idea that things can be
handled differently. Having a clear vision can help employees
understand why they have to do this and that in the company. If
the workforce sees for themselves what you intend to archive,
the directive given tends to make sense and is followed without
resistance (Lawrence, P. 2014). What one needs to do in order
to archive vision change includes determining the principles
that are essential to change, documenting in summary where you
see the company in prospect, create strategies to meet
objectives in line with the vision, and often memorize you
vision speech.
Communicate the vision
There different forms of communication that one can adopt in
conversing in a business organization. After you develop a clear
vision, you need to communicate it to other personnel in the
organization. Since the company has numerous communications,
emailing your vision alone is not enough. To effect the change,
you must take every chance that comes your way to restate it
(Lawrence, P. 2014).To effectively relay your vision change for
Sears Roebuck organization, you must: speak in convincingly
and persuasively about the vision, attach the idea to every
aspect of the company, clearly showcase the difference between
the current state of affairs and future expectation as per concept
created, and also respond to people issue candidly and publicly.
Remove obstacles
Where a company has been in existence for long, implementing
change is always faced with hindrances. This hindrance results
from employees, the company's processes, or the organization's
structure. The vision bearer needs to remove barriers so as to
empower and facilitate change move forward on the right track
(Goksoy, 2015). To deal with these barriers, one needs to:
identify and hire leaders whose work is to deliver change,
evaluate organization structure and performance to ensure they
4. are at par with the vision, distinguish and remunerate
individuals for building change and take measures to remove the
barriers.
Create short-term wins
Success is the most excellent motivator. Within one year or
less, appreciating the type of change you intend, you should be
able to point out some achievements that your team can attest
to. Devoid of which, critics and pessimistic thinker can ruin
your advancement. Creating achievable short term goals is vital
in realizing the broad objective (Tang, 2019). Entire labor
forces can be motivated by arching short term wins. Here are
some means to do this: one is to find a short-term achievable
project that needs no sign off from opposition carefully choose
targets that can be met- failing at an early stage can negatively
impact on the proposed change, and consider rewarding
workforce that is important in realizing objectives.
Build on change
Quick wins can mislead you to think that the process of change
has been accomplished. Early gains are not enough to sustain
change (Burnes, B. & Randall, and J. 2015). To reach the top,
you must keep on improving. Thus, to build change on, you
must: Scrutinize what was done right and what was inaccurate
after each win, the set goal that enhances the momentum you
have archived, and bring in more influential change agents.
Anchor the change in cooperate culture
The last step in the change process, as per Kotter's 8-step
model, is to integrate change in the organization's core. It is
vital to make improved efforts in communicating the vision to
newly recruited and existing staff members of the organization
like Sears. Failure to which, you might end up to where you
began. To ensure that the change process remains an integral
part of the company, one must talk about progress at every
possible opportunity, recognize and reward change agents, and
communicate core values of change to new employees.
Conclusion
5. All in all, executing change won't be simple; however, it is
achievable and significant. The utilization of Kotter's 8-Step
Model is an incredible structure and manual to lead associations
into the fruitful usage of progress. Further, making a desire to
move quickly and adequately conveying the visions key and are
basic factors in the usage of progress. Similarly significant,
imparting the vision effectively gives an image of what the
future will resemble after change has been made. Prendergast
and Lambert (2014) stated, "Authoritative change is hard on the
grounds that you should change something beyond the structure
and activities, you have to change individuals' conduct". As a
last point, following Kotter's Eight (8) steps procedure will
permit the association to adequately impart and make a
promising vision that persuades representatives that the future
looks more splendid and better with change set up. Accordingly,
representatives are currently prepared to grasp, backing, and
make alterations that will enable the associations to move into
the future without obstruction.
References
Burnes, B., & Randall, J. (2015). Perspectives on Change: What
Academics, Consultants, and Managers Think About Change.
NY: Routledge.
Centrella, S. (2019). Hustle Believe Receive: An 8-Step Plan to
Changing Your Life and Living Your Dream. New York, NY:
Simon & Schuster.
Lawrence, P. (2014). Leading Change: How Successful Leaders
Approach Change Management. London, England: Kogan Pag
Goksoy, A. (2015). Organizational Change Management
Strategies in Modern Business. Hershey, PA: IGI Global.
Tang, K. N. (2019). Leadership and Change Management.
Basingstoke, PA: Springer.
6. Annette,
I appreciate your work on this assignment but I need you to be
more critical and provide further explanation of your
evaluations, especially with some citations to support your
ideas. Please see feedback as you'll need to integrate that for the
final project.
Dr. Guevara
( 3.80 / 5.00) Evaluates a Staff Manual, Applying Knowledge of
Effective Policies and Procedures, and Provides
Recommendations or Commendations, Each Supported with a
Rationale
Basic - Minimally evaluates a staff manual, applying some
knowledge of policies and procedures, and provides
recommendations or commendation, each somewhat supported
with a limited rationale. Relevant details are missing.
Comments:
Your application of policy and procedures to the evaluation and
rationale are mostly appropriate. More details and a clear
rationale were needed.
( 0.84 / 1.10) Critical Thinking: Explanation of Issues
Basic - Briefly explains the issue to be considered, delivering
minimal information for a basic understanding.
Comments:
The explanation of the issue should be more objective than
personal. This makes academic work more valid.
( 0.84 / 1.10) Creative Thinking: Acquiring Competencies
Basic - Successfully adapts an appropriate exemplar to certain
specifications.
( 0.18 / 0.20) Written Communication: Control of Syntax and
Mechanics
Proficient - Displays comprehension and organization of syntax
and mechanics, such as spelling and grammar. Written work
7. contains only a few minor errors and is mostly easy to
understand.
Comments:
Good job! Correct conventions facilitate the reading of the text.
( 0.18 / 0.20) Written Communication: APA Formatting
Proficient - Exhibits APA formatting throughout the paper.
However, layout contains a few minor errors.
( 0.20 / 0.20) Written Communication: Page Requirement
Distinguished - The length of the paper is equivalent to the
required number of correctly formatted pages.
( 0.15 / 0.20) Written Communication: Resource Requirement
Basic - Uses less than the required number of sources to support
ideas. Some sources may not be scholarly. Most sources on the
reference page are used within the body of the assignment.
Citations may not be formatted correctly.
Overall Score: 6.19 / 8.00
Overall Grade: 6.19
Running head: EVALUATING PROGRAM MANUALS
1
Evaluating Program Manual
Annette Williams
ECE671: Management and Administration of Early Childhood
Programs
Instructor Guevara
March 2, 2020
- 1 -
8. [no notes on this page]
EVALUATING PROGRAM MANUALS
2
Staff Manual
Phrase from
Handbook
Recommendation Approval
Job Description
“apply their
knowledge of
classroom
management and
understanding of a
child’s
development”
(Georgia Learning &
Childcare Center,
2019).
9. My suggestion is
that more could be
included of what
the actual job
description. To have
knowledge of
something isn’t
enough for families
to feel a sense of
comfort.
Rights and
Responsibilities
“staff member must
accumulate ten (10)
hours of continuing
education each year”
(Georgia Learning &
Childcare Center,
10. 2019).
This phrase is
ideal as it spells
out what
regulations staff
are required to
adhere to in order
to be employed.
Professional
Expectations
“partnership
between parents and
teachers is very
This statement
implies that the
center focuses on
- 2 -
1
11. 2
3
1. could
I agree; what is your basis for
this idea? need a citation
[Frank Guevara]
2. required
this covers 1 responsibility
related to continuing
education; but shouldn't there
be many more?
And what about their rights?
Like safety, workplace free of
discrimination or harassment?
[Frank Guevara]
3. implies
but what about how they
dress, how they act, following
12. ethical guidelines, etc?
[Frank Guevara]
EVALUATING PROGRAM MANUALS
3
important” (Georgia
Learning &
Childcare Center,
2019).
establishing
communication
between the
families and the
teachers to ensure
they are informed
of their child’s
progress
daily/weekly.
Suggested
13. Category
Reason for
Termination
Failure to comply to
our center’s goal and
mission and
well as policies and
regulations will
require immediate
dismissal.
Rational
Citation
This is ideal for
all staff
handbooks. To
every cause there
is an effect.
Family
Handbook
14. Phrase Recommendation Commendation
Programs Mission “Our mission is to
offer you the best in
quality care and
N/A The phrase is part
of the mission
statement for the
- 3 -
1
1. handbooks.
I agree, but what's your basis
for this? [Frank Guevara]
EVALUATING PROGRAM MANUALS
4
education” (Georgia
Learning &
Childcare Center,
15. 2019).
childcare center.
It is ideal because
it the statement
starts off by
addressing what
the center’s
intentions are.
Licensure Status
“you must keep
him/her home for at
least 24 hours after
symptoms are gone
and temperature has
returned to normal”
(Georgia Learning &
Childcare Center,
2019).
16. N/A
This phrase is
ideal because it
ensures that the
childcare center
is following
regulations in
order to remain
in compliance
with licensing
policies and
regulations.
Commitment to
the Field’s Core
Values, Ideals,
and Principles
(NAEYC Code of
Ethical
Standards)
“Our program
provides children a
17. foundation of social
development to join
the exciting new
N/A The program is
ideal and shows a
commitment to
NAEYC Code of
Ethical Standards
- 4 -
1
2
1. addressing
and why is this important?
[Frank Guevara]
2. 24
this category is about the
center being licensed [Frank
Guevara]
18. EVALUATING PROGRAM MANUALS
5
world of education”
(Georgia Learning &
Childcare Center,
2019).
by focusing on
the social
development of
the children and
by providing a
list of those core
activities that the
program offers.
Suggested
Category
Programs day-to-
day operations
See the chart
19. displayed below that
entails our day to
day functions/
activities and times.
Rational
Citation
This suggested
category is ideal
because some
family
handbooks do not
include a daily
schedule of what
to expect and all
families should
have a schedule
of their child’s
daily activities.
20. - 5 -
1
2
1. social
that's only 1 part; there's a
LOT more to the NAEYC
[Frank Guevara]
2. should
why? [Frank Guevara]
EVALUATING PROGRAM MANUALS
6
References
Child Care Aware® of America. (n.d.). Developing your
policies and procedures. Arlington,
VA. Retrieved http://childcareaware.org/providers/planning-
for-success/developing-your-
policies-and-procedure
Freeman, N. K., Decker, C. A., & Decker, J. R. (2018).
Planning administering early childhood
21. programs (11th Ed.). Retrieved from
https://content.ashford.edu/
Georgia Learning & Childcare Center, (2019). Retrieved from
http://www.roswelldaycare.com/our-roswell-ga-daycare-classes/
- 6 -
1
1. Child
where did you rely on this
citation? [Frank Guevara]
EVALUATING PROGRAM MANUALS
7
- 7 -
[no notes on this page]
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other St
andards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter
:
Management Knowledge and Skills
2. Legal and Fiscal Management
·
22. Knowledge and application of the advantages and disadvantages
of different legal structures
·
Knowledge of different codes and regulations as they relate to t
he delivery of early childhood program services
·
Knowledge of child custody, child abuse, special education, con
fidentiality, anti-
discrimination, insurance liability, contract, and laborlaws perta
ining to program management
5. Program Operations and Facilities Management
·
Knowledge and application of policies and procedures that meet
state/local regulations and professional standards pertaining to
thehealth and safety of young children
7. Marketing and public relations
·
Skill in developing a business plan and effective promotional lit
erature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
·
Knowledge of licensing standards, state and federal laws (e.g.,
ADA, IDEA) as they relate to services and accommodations for
childrenwith special needs
10. Professionalism
·
Knowledge of laws, regulations, and policies that impact profes
sional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1.
Describe the purpose of regulations that apply to programs of ea
rly care and education and list several topics they address.
2.
23. Identify several ways accreditation standards are different from
child care regulations.
3.
State the purpose of Quality Rating and Improvement Systems (
QRIS).
4.
List some ways qualifications for administrators and teachers ar
e different for licensure, for accreditation, and in QRIS systems.
5.
Identify laws that apply to the childcare workplace, such as thos
e that govern the program’s financial management and employee
s’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center i
n compliance with all licensing regulations. She is proud of her
teachers andconfident that the center consistently goes above an
d beyond licensing provisions designed simply to keep children
healthy and safe. She knowsthat the center provides high-
quality care to the children it serves, but has never pursued accr
editation or participated in her state’s optionalQuality Rating an
d Improvement System (QRIS) because of the time and effort it
would require. Her families have confidence in her program and
do not seem to need this additional assurance that it provides hi
gh-quality services day in and day out.
Large numbers of families rely on out-of-
home care for their infants, toddlers, preschoolers, and school-
age children during the workday. In2011, there were 312,254 lic
ensed child care facilities with a capacity to serve almost 10.2
million children. About 34% of these facilitieswere child care c
enters. They served more than 77% of the children cared for in
out-of-
home settings (National Center on Child CareQuality Improvem
ent, 2013).
Regulations and standards guide all aspects of the life of an earl
y childhood care and education program—
its children and their families, itsstaff, director, and board. The
24. y are designed to give families that rely on child care peace of
mind that the health and welfare of theirchildren are safeguarde
d while they are away from home. Although regulations and sta
ndards may be defined in various ways, we use thefollowing chi
ld-care-related definitions in this book:
1.
Regulations are official binding rules. Regulations that apply to
programs of early care and education are wide-
ranging and includezoning, land use, and building codes; federa
l tax and employment laws; laws that protect children from abus
e and neglect; and childcare regulations. They describe minimal
levels of performance that no program is expected to fall below
.
2. Quality Standards set higher-than-
minimal benchmarks of performance by measuring how successf
ully programs meet criteriademonstrated to ensure positive outc
omes for children.
Regulations and quality standards are closely linked. Together t
hey address a program’s facility, programming, staffing, and oth
er aspects ofits operation. Child care programs must comply, for
example, with licensing regulations related to child—
staff ratios, that is, the number ofchildren one adult may legally
be responsible for; as well as with federal laws designed to prot
ect employees’ rights.
While state child care regulations set a minimum accepted stand
ard of care, accreditation and QRIS standards identify criteria th
at havebeen shown to improve the quality of children’s experien
ces. For example, your state’s regulations might allow one careg
iver to care for upto five infants, but you will meet the NAEYC
Accreditation Standards if one caregiver is responsible for no m
ore than four infants at a time(NAEYC, 2014b). Regulations and
quality standards play an important role when you are planning
for a new program or refining policiesand procedures that guide
an existing program’s day-to-day implementation.
3.1 CONSIDERING REGULATIONS
Some of the regulations that apply to a particular program depe
25. nd on the auspices under which it operates. Is it a nonprofit org
anizationthat is part of a public elementary school or operated b
y a faith-
based organization? Is the center a federally funded Head Start
or anemployee-sponsored on-site program? Is it part of a for-
profit chain or operated by an individual entrepreneur? Is it loca
ted in an urban,suburban, or rural setting? The next section iden
tifies some of the kinds of regulations you must be aware of and
, when applicable, abide bywhen you are a center director.
Regulations to Address When Establishing a New Program
The process of creating a new child care program must begin wi
th careful review of licensing requirements related to the facilit
y’s designand layout; local zoning and land use laws; and buildi
ng codes that apply to structures built for this purpose. You will
greatly increase yourchances for success when you have becom
e informed about these laws that lay the foundation for your pro
gram’s successful launch.
Licensing Regulations:
The first decisions licensing regulations will help you make abo
ut your new child care center is what age groups and how many
children ofeach age group you plan to serve. Those decisions wi
ll determine how many square feet you must provide for each gr
oup indoors and out.Some other issues related to the building’s
design that regulations address include the number of toilets and
sinks required for the numberof children you will serve, approp
riate accommodations for infants’ napping rooms, and spaces yo
u will provide for adults. Licensingregulations will also help if
you are preparing to welcome children into your home as a fami
ly child care provider. They will identifymodifications you may
need to make, such as installing gates at the stairs or adding an
additional sink in the diaper changing area.
When you review child care licensing regulations carefully, you
will see a number of sections that help you plan your facility.
We willprovide a more in-
depth discussion of child care licensing regulations and discuss
those that apply to program development andimplementation in
26. more detail below.
Zoning and Land Use Regulations:
Zoning regulations define how land may be used. States’ zoning
laws allow each city and town to divide its land into districts.
Within thosedistricts, the municipality can enact zoning codes t
hat regulate land use and can include specifications related to b
uildings’ structure andtheir use. Generally, zoning regulations b
ecome more stringent as population density increases; that is, m
ore rules about land use are likelyin the center city than in the s
uburbs, and suburbs are likely to have more regulations than do
rural areas.
Interestingly, child care is frequently treated as a “problem use.
” That means child care centers, and sometime family child care
homes, areprohibited from residential neighborhoods because o
f concerns about the noise and traffic they are likely to generate
. They are also oftennot permitted in commercial areas because
business districts are not considered good places for children. S
ome states are working toprevent localities from enacting restric
tive policies related to the construction and operation of child c
are facilities.
When you are familiar with your community’s applicable zoning
and land use regulations, you will be prepared to select an appr
opriate sitefor your program, one that will not likely require a p
rolonged process of hearings before gaining approval.
Building Codes and Requirements Related to Fire Safety and Sa
nitation:
Building codes and regulations related to fire safety and sanitati
on, including those that address the structure’s wiring, plumbin
g, and thematerials used for construction, are typically included
among communities’ laws addressing public health and safety.
They may be coveredunder municipal ordinances or state regulat
ions that are enforced by local officials.
Fire regulations that apply to child care centers describe allowa
ble types of building construction and set standards related to al
armsystems and fire extinguishers. They specify how combustib
le materials are to be stored and require that building evacuatio
27. n plans beposted. The Life Safety Code handbook is available at
no cost at the National Fire Protection Association (NFPA) web
site. It providesguidelines on fire protection and containment fo
r child care centers, group homes, and family child care.
Sanitation codes are mainly concerned with diaper changing and
bathroom facilities as well as food service operations. Sanitatio
nstandards specify, for example, where sinks are to be located (i
.e., in the same area as the toilet and in the central diapering are
a).Regulations addressing these issues are often part of licensin
g standards but are established and are often enforced by state d
epartmentsof social services or local health departments.
Applying for an Initial Child Care Center License:
Once a new construction project has addressed all of the issues i
dentified earlier, it will be time to apply for a certificate of occ
upancy (COO).This is a statement issued by the appropriate loca
l governmental agency indicating a new building is suitable for
use. A new center musthave a COO before requesting the requir
ed inspections that are the first steps toward opening a new cent
er. Administrators of newprograms are likely to begin recruiting
children and provisionally hiring staff as they prepare to apply
for initial licensure and permission tolegally operate as a child c
are program. Review Figure 3.1 for a summary of this process.
Figure 3.1
Overview of the Process of Opening a Licensed Child Care sum
marizes the steps required to plan the construction and launch o
f a new program of earlycare and education.
Licensing Regulations That Guide Program Development and Im
plementation
Licensing is the procedure by which a person, association, or co
rporation obtains from the appropriate state agency a permit to l
egallyoperate or continue operating a child care facility. Someti
mes the state’s process of granting a center permission to operat
e is called certification, permission, approval, or registration.1
The District of Columbia, the Department of Defense, and 49 st
ates (all except Idaho)license child care facilities (AAP/APHA/
28. NRCHSCC, 2011; National Center on Child Care Quality Impro
vement, 2013). The licensing agency(typically the state’s depart
ment of human services, social services, or health) enforces the
baseline requirements established by its statelegislature and ma
kes the decision to issue or deny license applications.
Child care licenses, sometimes called permits, certificates, regis
trations, or approvals, are valid for varied periods of time.2 Nin
e states offernon-
expiring licenses; in 32 states, a license is good for 1 or 2 years;
and licenses are good for varied periods of time in the remainin
g ninestates (NARA, 2013). Caring for Our Children: National
Health and Safety Performance Standards: Guidelines for Out-
of-
Home Child Care,3rd edition (AAP/APHA/NRCHSCC, 2011), d
eveloped as a collaborative effort of several organizations devot
ed to children’s health andwell-
being, is a comprehensive discussion of recommended standards
for child care, including the rationale for suggested provisions,
references, and comprehensive appendices. The Caring for Our
Children’s interactive website listed at the end of this chapter is
updatedregularly. It includes responses to frequently asked que
stions (FAQs) and highlights recommendations that have been u
pdated or refined.Its authors, for example, identified steps that
programs of early care and education should take to ensure that
infants’ sleepingarrangements are safe, strategies to prevent chil
dhood obesity, and practices that help to ensure young children’
s oral health when newresearch indicated changes to common pr
actices were needed.
Child Care Center Regulations:
Child care regulations differ widely from state to state.3 It is im
portant to remember that they are intended to establish minimu
m standardsof care designed to keep all children safe, rather tha
n to ensure the provision of exemplary services. They must bala
nce the state’sresponsibility to protect children while they are c
ared for in out-of-
home settings with the pressures of the marketplace, that is, the
29. abilityof providers to meet these established minimum standards
. Child Care Aware® of America (previously known as the Nati
onal Association ofChild Care Resource and Referral Agencies [
NACCRRA]) regularly compares the child care center regulatio
ns of all states and theDepartment of Defense (DOD), which reg
ulates child care programs serving military personnel. The repor
t released in 2013 follows up onthe findings reported in 2007, 2
009, and 2011. It identifies 11 benchmarks that consider the ade
quacy of regulations related to safety,health, and early learning
and 4 benchmarks addressing the adequacy of regulatory oversig
ht and enforcement. This report indicates thatthe adequacy of re
gulations ranges from 130 (on a 150-
point scale) for the DOD to 23 for Idaho, which lacks state-
level child careregulations. The report’s authors note that the av
erage score was 92, which represents 61% out of the possible 15
0 points. They point outthat in most classrooms, a score of 61%
would earn a student a D. While noting that many states have m
ade progress since the 2007report, the fact remains that child ca
re licensing regulations still do not ensure that all children are i
n safe, high-
quality settings. The authorsrecommend that the U.S. Congress r
aise the standards for programs eligible to receive federal Child
Care Block Grant subsidies, a strategythey believe would motiv
ate states to revise regulations to mandate higher levels of quali
ty (Child Care Aware® of America, 2013).
All states’ regulations are now online. To review regulations of
your state, or neighboring states, follow the links from the webs
ite of theNational Resource Center for Health and Safety in Chil
d Care and Early Education.
Most licensing codes include sections addressing these issues (
AAP/APHA/NRCHSCC, 2011; NARA, 2013; Child Care Aware
® of America,2013):
1.
Introduction. The introductory section of licensing regulations d
efines terms such as child care center and director; identifies th
eprograms that must be licensed and, when appropriate, those th
30. at are exempt; describes how applicants obtain and submit anap
plication for a license; identifies required inspections and appro
vals; indicates the duration of the license and describes the rene
walprocess; identifies situations that would result in license den
ial, revocation, or nonrenewal; stipulates how the license is to b
e postedon the premises; and provides other state-
specific general information.
2.
Organization and administration. State licensing laws require an
applicant to identify the program’s purposes and its sponsoring
organization, to indicate whether the program is for-
profit or not-for-
profit, and to describe its administrative structure (e.g., director
,board of directors). They often require programs to have polici
es describing the services they provide children (e.g., eligibility
andadmission criteria, termination policies, nondiscrimination
provisions, and fees) and may also require plans to ensure the c
enter’sfinancial solvency.
3.
Staffing. This section of the regulations describes mandated bac
kground checks, which typically include checks of both sex offe
nderand child abuse registries as well as both federal and state f
ingerprint records; required child—
staff ratios; educational and priorservice prerequisites for direct
ors, teachers, and aides; the minimum age requirements for cent
er employees; and requirements foron-the-
job training. Regulations might, for example, permit a 16-year-
old with a high school diploma or GED (certificate given forco
mpleting tests of General Educational Development considered t
o be equivalent to a high school diploma) to serve as a director i
none state, but might require the director to be at least 21 and h
old a bachelor’s degree in another. Likewise, there are states in
whichan employee enrolled in high school or a GED program is
qualified to be a lead teacher, and in other states lead teachers
must hold, ata minimum, a Child Development Associate (CDA)
credential (NARA, 2013).
31. Staff qualifications are, in fact, one of the most important chara
cteristics that determine program quality and have a significant
impacton child outcomes (Early et al., 2006; Kontos, Howes, &
Galinsky, 1997; Mims, Scott-
Little, Lower, Cassidy, & Hestenes, 2008; Snider &Fu, 1990; V
u, Jeon, & Howes, 2008). They are of particular importance to d
irectors who are responsible for deciding who to hire, andsometi
mes who to terminate from employment. For that reason, they w
ill be addressed in greater detail later in this chapter.
4.
Facilities, equipment, and transportation. Licensing codes typic
ally require applicants to satisfy health department and firemars
hal requirements before applying for a license to operate a child
care center. All states that regulate child care specify the amou
ntof indoor space (square footage) available per child. Most stat
es regulate the amount of outdoor space, require that indoor and
outdoor equipment be safe and in good repair, and require outdo
or fencing. Almost all states have regulations related to transpor
tingchildren in vehicles. Most specify that the driver must have
a valid driver’s license, address the driver’s minimum age, and r
equire thatthe vehicle be kept in good repair. Many require chil
dren to be secured in safety restraints (NARA, 2013).
When well-qualified teachers work with appropriate-
sized groups of children, they have the opportunity to engage in
meaningful one-on-oneconversations that support learning.
Suzanne Clouzeau/Pearson Education
5.
Health and safety. All states that regulate child care require part
icipating children to have either specified immunizations before
theyare allowed to participate or documentation indicating why
they are exempt from this requirement. Procedures for administ
eringmedications to children while they are in care are required
by most states. In addition, most require children and staff to ha
ve aphysical exam. Other health and safety issues often address
ed in regulations include descriptions of required health forms f
32. orchildren and staff; requirements for reporting serious injuries,
deaths, and infectious illnesses; measures to ensure children’s s
ecurity,such as keeping daily attendance records and establishin
g procedures for accepting children in the morning and releasin
g them at theend of the day; the existence of emergency prepare
dness plans; plans to conduct regular fire drills; hand-
washing requirements forchildren and staff; diapering procedure
s; the availability of a first aid kit; rules related to smoking and
firearms; storage of hazardousmaterials; and guidelines for keep
ing animals (AAP/APHA/NRCHSCC, 2011; NARA, 2013). The
recent emphasis on the prevention ofsudden infant death syndro
me (SIDS) has resulted in the addition in many states of regulati
ons addressing infants’ sleeping positions(Office of Child Care,
2013).
6.
Activities and materials. Almost all states have some regulation
s specifying the types of activities that centers must include in a
child’s day, and many require teachers to create daily schedules.
Regulations typically require active and quiet play indoors and
out,nap or rest time, individual and group activities, and regular
meals and snacks. Many states also require programs to explicit
ly addressfine motor, social, emotional, physical, cognitive, cult
ural, and language and literacy development. Specific regulation
s are likely torequire, at a minimum, fine-
motor toys and manipulatives, books and materials to support lit
eracy, props to support dramatic play andmake-
believe, and art supplies (NARA, 2013).
7.
Discipline. Almost all states that license child care centers have
regulations related to behavior management, guidance, and disc
ipline.Many states stipulate that programs use “no harsh discipli
ne” and prohibit specific practices such as forced napping, lock
ed timeout,or yelling at children. Two states continue to allow c
orporal punishment under certain circumstances (NARA, 2013).
8.
Food and Nutrition. All states that regulate child care have requ
33. irements addressing the nutritional content of the food they serv
e tochildren, and most have specific regulations addressing the
nutritional needs of infants. These regulations are likely to also
addressthe intervals between snacks and meals, require centers t
o post menus in advance, and may indicate whether families are
permitted toprovide meals and snacks for their own children.
9.
Communicating with Parents and Parent Involvement. Most stat
es address how centers are to communicate with parents to keept
hem informed about the program their child attends. Strategies f
or communicating with families include providing them with wr
ittencopies of the program’s policies and procedures, logging ch
ildren’s daily activities, and regularly scheduling meeting with
parents. Almost all states require that centers permit parents to
visit without prior notice, and some also require that parents be
givenopportunities to be involved in the center (NARA, 2013).
Application Activity
Working in small groups, refer to your state’s online child care
regulations to become familiar with requirements related to requ
iredactivities and equipment. (Locate these regulations by follo
wing the link from the National Resource Center for Health and
Safety inChild Care and Early Education website).
Assume you have the basic tables, chairs, resting cots, and book
shelves to equip a classroom for infants, toddlers, and 3- or 4-
year-
olds. What would you purchase if you had $1,000 to spend to en
hance the collection of fine-
motor toys, books and literacy materials,dramatic play, or art ce
nter in one of these classrooms? Use a catalog or the website of
a school-
supply company (see Appendix 1) toidentify what you would sel
ect.
Family Child Care Regulations:
Regulation of small and large family child care remains inconsis
tent. Twenty-
nine states (57%) require small family child care homes to belic
34. ensed; 34 states (36%) require a license for large family child c
are homes. These regulations are typically similar to those for c
hild carecenters. The main differences in the family child care r
egulations concern:
1.
How the number of children will be counted. All children on the
premises who are to be supervised, including the caregiver’s o
wnchildren, are typically counted in the home’s approved capaci
ty.
2. How keeping infants and toddlers and school-
age children affects the number of children who can be served.
Most family child carehomes have mixed-age groups.
3.
How the inside and outside areas of the home, and the family’s
personal possessions, are to be childproofed to ensure children’s
health and safety. These accident-
prevention regulations are likely to address how children are to
be protected from dangerousfeatures, such as stairs, and danger
ous items, such as weapons, which are found in some homes. (A
AP/APHA/NRCHSCC, 2011)
Other states offer family child care providers registration or cer
tification as an alternative to licensure. Providers seeking regist
ration orcertification are asked to affirm that they have met iden
tified health and fire standards and, in some instances, that they
have submittedcriminal background checks for individuals who
work with or are around children as well as family members ove
r the age of 10 who live inthe home. In many states, registration
or certification simply involves submitting an application to th
e child care licensing agency, andregulatory staff visit registere
d centers only in the case of complaints. Fifteen states (29%) of
fer small family child care homes this option;six states (18%) of
fer it to large family child care homes (NARA, 2013). When par
ticipation in the regulatory system is optional, becominglicense
d or registered often makes family child care homes eligible to
participate in the state’s professional development and qualityen
hancement initiatives.
35. Many advocates voice their concerns that the majority of child c
are homes remain outside the state’s regulatory system, and that
regulations remain largely voluntary for family child care (NAR
A, 2013). Others suggest that center-
based regulations should apply tofamily child care programs. In
any case, we know there is a great demand for family child care,
and, in most communities, there is greatvariability in its availa
bility and the quality of the services they provide.
Reviewing and Revising Child Care Regulations:
Most states mandate regular reviews of their child care regulatio
ns. This process is usually led by an appointed child care adviso
ry board.States are encouraged to ensure that this board reflects
the state’s cultural and ethnic diversity and includes representat
ives from allstakeholder groups, including for-profit and not-
for-
profit operators and caregivers; parents of children enrolled in c
hild care; personnelfrom agencies that regulate child care; early
childhood education, child development and health care professi
onals; citizens; and politicians.
This board typically reviews the regulations on a regular multiy
ear cycle and then proposes changes to licensing regulations, if
needed,based on recent research and experts’ advice about how t
o safeguard children’s physical and emotional well-
being. The board thenpresents these proposed changes in a serie
s of public hearings, giving interested citizens the opportunity t
o express their concerns and/orsupport. Changes to the original
proposal may be necessary before revised regulations are submit
ted to the state legislature for adoption.Some states provide a gr
adual phase-
in of new rules, particularly when the changes have economic ra
mifications, as do those affectinggroup size or child—
staff ratios (AAP/APHA/NRCHSCC, 2011).
Regulations That Apply to Governmental Agency’s Programs:
Publicly funded early childhood programs may not be subject to
state child care licensing regulations. Instead, programs operate
d by thepublic school system often fall within the jurisdiction of
36. the state’s educational agency (SEA), and Head Start programs
are regulated byfederal guidelines.
Many states have an office of early childhood education within i
ts department of education. That state office works with
·
districts, principals, and teachers providing oversight and techni
cal assistance
·
the public, sharing information about standards, regulations, an
d trends and issues in early childhood education
·
legislators and other policy makers who shape and influence leg
islation that affects early childhood programs
The National Association of Early Childhood Specialists in Stat
e Departments of Education (NAECS/SDE) is a national organiz
ation, foundedin 1972, that provides resources and networking o
pportunities for state-
level early childhood leaders such as directors of states’ offices
ofearly childhood education. It also helps unify members’ effort
s to advocate for policies that support quality programming for
youngchildren.
Concerns about Regulatory Policies:
In spite of advocates’ efforts to enact child care licensing regula
tions that set high expectations, concerns about the quality of cu
rrentlicensing’s minimal standards remain:
1.
Some states’ child care regulations exempt a large number of pr
ograms. The most frequent exemptions apply to programs that c
arefor children while their parents are on the premises, such as t
hose located in health clubs and shopping centers; part-
day programs;programs operated by faith-
based organizations; recreation programs such as those offering
dance or karate classes; and day camps(NARA, 2013). After-
school programs have, historically, also been unregulated. This
gap in oversight is closing, however. To date, 23states have ado
pted abbreviated licensing standards for services for school-
37. age children (NARA, 2013). These less comprehensiveregulatio
ns most often address the physical environment, child—
staff ratios and maximum group size, staff qualifications andbac
kground checks, health and hygiene, and program activities (U.
S. Department of Health and Human Services, 2006).
2.
Licensing codes often fall below standards recommended by the
American Academy of Pediatrics or NAEYC in critical indicato
rs ofquality, such as child—
staff ratios, group size, and the education and training of staff (
AAP/APHA/NRCHSCC, 2011; Child Care Aware®of America,
2013).
3.
Many states’ licensing agencies face challenges providing traini
ng to licensing staff, keeping caseloads at recommended levels,
andhaving adequate resources to provide regular onsite monitori
ng to ensure effective enforcement and meaningful technical ass
istance(NARA, 2013).
Advocates calling for higher licensing standards recommend tha
t states eliminate exemptions and create incentives for all progr
ams caringfor children to be licensed. They also recommend red
uced licensing staff caseloads so that inspectors will be able to
visit programsregularly and provide technical support as needed
.
Additional issues that advocates in some states are working to c
hange relate to staff qualifications, group size, and child—
staff. They call forlicensing standards that reflect current resear
ch identifying characteristics of quality related to positive child
outcomes and for streamlinedlicensure processes (Cost, Quality
, and Child Outcomes Study Team, 1995; NAEYC, 2011; NARA
, 2013).
Application Activity
Compare Head Start Program Performance Standards (found by
searching “Head Start Performance Standards”) with your state’
slicensing standards. (Locate your state’s licensing regulations
by following the link from the National Resource Center for He
38. alth andSafety in Child Care and Early Education website). Iden
tify some ways this federal program for low-
income families sets a higherstandard of care than is required fo
r many programs operated under different auspices. You might b
egin by comparing theregulations related to group size, require
ments for working closely with families, and teachers’ required
professional preparation.
3.2 ACCREDITATION
Accreditation is a voluntary system of evaluation that measures
a program’s success meeting the accrediting organization’s esta
blishedstandards of practice. Programs that achieve accreditatio
n have demonstrated that they have achieved a recognized stand
ard of excellence.As publically funded prekindergarten (4K or p
re-
K) programs have grown in popularity, some states have enacted
regulations requiringprograms receiving state monies to be accr
edited or to be actively working toward accreditation. States’ in
centives for accreditation includehigher rates of tuition reimbur
sement for children receiving subsidies as well as prioritized ac
cess to state-
supported quality enhancementinitiatives (Education Commissio
n of the States [ECS], 2002; Winterbottom & Jones, 2014).
A study of directors’ perceptions of the benefits of accreditation
found that 55% of directors of accredited programs thought thei
rprograms were more visible, and 38% reported that accreditatio
n made marketing easier. More than 90% of directors reported t
hat theybelieved the quality of their programs increased because
they pursued accreditation. They identified improvements in th
e areas ofcurriculum, administration, health and safety, and the
physical environment. The directors also stated that children be
nefited from betterstaff morale and improved knowledge and un
derstanding of developmentally appropriate practice (DAP), and
parents had an increasedunderstanding of the characteristics of
high-quality care (Herr, Johnson, & Zimmerman, 1993).
39. Accredited and nonaccredited early childhood programs have be
en shown to differ in a number of significant ways, including th
e staffmembers’ willingness to innovate and accept of change; c
onsensus as to the program’s goals; compliance with child care
regulations;opportunities for staff development; economic stabil
ity; clarity about policies and procedures; communication withi
n the program and withparticipating families; and cultural conti
nuity, especially when working with children who are learning
English as their second language(Crowley, Jeon, & Rosenthal, 2
013; Rendon, Harjusola-
Webb, & Gatmaitan, 2013: Rohacek, Adams, & Kisker, 2010).
The NAEYC Academy for Early Childhood Program Accreditati
on was established in 1985 and is generally accepted as the “gol
d standard”of quality programming. It is the most well-
known, most widely respected, and most researched accreditatio
n system in the field. In 1999,the NAEYC Academy for Early C
hildhood Program Accreditation began reinventing NAEYC’s ac
creditation system. Revised Early ChildhoodProgram Standards
and Accreditation Criteria were approved in 2005 and took effec
t in September 2006. Those revisions were designed toincrease t
he reliability of program evaluation, improve the system’s respo
nsiveness and the timeliness of onsite validation visits, and rais
ethe bar of quality. The NAEYC Accreditation criteria are revie
wed on a regular schedule and are revised, as needed, to reflect
recentresearch related to best practices in early care and educati
on (NAEYC, 2014a).
In 1988, just a few hundred centers had earned the recently laun
ched NAEYC Accreditation. By 2007, the public had become m
ore informedabout the importance of quality and what it meant f
or a program to be accredited by NAEYC. At that time, more th
an 10,000 accreditedprograms were serving nearly 1 million chil
dren. The number of accredited programs has declined in recent
years. In 2014, NAEYCreported fewer than 7,000 accredited cen
ters serving a little over 600,000 children. Two possible explana
tions for decreased participationin NAEYC Accreditation are th
e increased rigor and cost of the NAEYC Accreditation process
40. and the proliferation of alternativeaccreditation systems that put
some of the same benefits (i.e., enhanced payments in states’ v
oucher systems or exemption from sometaxes) within easier reac
h.
This video provides an overview of NAEYC Accreditation and
identifies howchildren, families, program administrators and sta
ff, programs, and communitiesbenefit when young children parti
cipate in high-
quality programming. It alsodescribes where additional resource
s about NAEYC Accreditation can be found.Watch this video to
learn more:
https://www.youtube.com/watch?v=rhBBd9Tl4k4
There are four steps to acquiring NAEYC Accreditation. Center
s must:
1. Enroll in a self-
study that helps the program identify the strengths it brings to t
he accreditation process, identify areas in which itneeds to conc
entrate improvement efforts, and make and implement specific p
rogram improvement plans to address all accreditationstandards.
Programs can take as long as they need to complete this self-
study process.
2.
Submit an application for accreditation in which the program in
dicates it will complete the formal self-
assessment, document how ithas met each standard to date, and
describe plans for satisfying all required accreditation criteria w
ithin one year.
3.
Become a candidate for accreditation by submitting the required
self-
assessment report and other documentation describing theprogra
m’s structure and the qualifications of administrators and staff.
4.
Host an onsite visit scheduled for within 6 months of the submis
sion of its candidacy materials.
Fees are assessed at each step of the process and are determined
41. by the number of children served. The initial cost of accreditati
on forsmall centers (1 to 60 children) totals $1,570, with an ann
ual report fee of $550. Fees increase for programs serving 61–
120 children, 121–240 children, and 241–
360 children and at 120-
child increments thereafter. Accredited programs must submit fo
ur annual reports over the5-
year term of their accreditation and must reapply and successful
ly renew their accreditation before the end of their 5-
year term. Adetailed description of the process of pursuing NAE
YC Accreditation can be found by following links to Accreditati
on of Programs for YoungChildren from the NAEYC website (se
e the inside front and inside back covers along with the first fou
r pages of this book for the NAEYCAccreditation Standards).
Many programs begin the NAEYC Accreditation process but sta
ll during self-
study either when seeking initial accreditation or duringreaccred
itation. Talley (1997) found directors most often reported a lack
of time, problems with high levels of staff turnover, and progra
minstability as the major reasons for abandoning the accreditati
on process. Three other frequently identified barriers to success
were newdirectors who felt ill equipped to successfully achieve
accreditation, saw the application process as overwhelming, and
viewed otherprogram concerns as higher priorities. Although a
few program directors with a strong, stable staff and healthy en
vironments believedaccreditation was not important, most failed
to complete the required self-
study because they were unsure about the quality of theirprogra
m and their chances for success.
Some states have approved a number of organizations’ accredita
tion systems for state-supported benefits, including higher-than-
minimalreimbursement rates and tax savings. These states are li
kely to require approved accreditation systems to address the sa
me attributes ofquality and to set expectations for equivalent lev
els of quality as the accreditation standards of NAEYC, the Nati
onal Association of FamilyChild Care (NAFCC), or the National
42. Early Childhood Program Accreditation (NECPA) Commission
(Winterbottom & Jones, 2014). You maywant to learn more abo
ut these alternative accreditation systems: the Association of Ch
ristian Schools International (ACSI), the NationalAccreditation
Commission for Early Care and Education Programs (NAC), Mo
ntessori School Accreditation Commission (MSAC); theNational
Early Childhood Program Accreditation (NECPA), the National
Lutheran School Accreditation (NLSA), and the National Coun
cil forPrivate School Accreditation (NCPSA).
Early childhood programs located in public schools are accredit
ed by their state education agency and possibly by the Southern
Associationof Colleges and Schools (SACS). They may also be
accredited by NAEYC or by some of the organizations identifie
d earlier.
Review Table 3.1 for a comparison of licensure and program ac
creditation. It clearly identifies the differences between licensur
e developedto protect children from harm and accreditation stan
dards setting a high bar for program quality.
Table 3.1
A Comparison of Licensure and Program Accreditation
Licensure
Mandatory
Developed by governmental and funding agencies
Minimal level of quality
Requires full compliance
Enforced at state and local levels
Failure to comply can result in revocation of the center’s
license; it cannot operate legally
Accreditation
Voluntary
Developed by professional organizations
Higher-than-minimal standard of quality
Requires substantial compliance
Nationally validated and enforced
43. Failure to comply may mean the center loses accreditation but
can continue to operate legally
3.3 QUALITY RATING AND IMPROVEMENT SYSTEMS
Quality Rating Improvement Systems (QRIS) (sometimes called
Quality Rating Systems [QRS]) are systematic approaches to im
proving thequality of child care and after school programs. The
y are designed to increase program quality by bridging the gap b
etween the minimumstandards set by each state’s child care lice
nsing standards and the high standards that reflect research-
based best practices. They provideresources and incentives desi
gned to improve participating programs’ quality and to make pa
rents better consumers by helping themunderstand the characteri
stics of quality programming (NAEYC, 2011; Schulman, Matthe
ws, Blank, & Ewen, 2012). QRIS programs typicallyuse easily u
nderstood symbols, most frequently an increasing number of sta
rs, to identify each level of quality (Mitchell, 2005). Everysyste
m includes two or more levels of quality above the floor created
by mandatory licensing regulations. All but two states link rati
ngs tonational accreditation, sometimes automatically giving ac
credited programs the highest ranking because they assume that
accreditationstandards are at least as rigorous as the states’ rank
ing system (Mitchell, 2005; National Center on Child Care Qual
ity Improvement, TheOffice of Child Care, n.d.; Schulman, Matt
hews, Blank, & Ewen, 2012).
Figure 3.2 identifies the characteristics shared by all QRIS prog
rams.
This video provides an overview of the Massachusetts QRIS. It
describes howthe system, which sets higher-than-
44. minimal standards, has been designed to assess,improve, and co
mmunicate the level of quality in participating programs of earl
ycare and education. Watch this video to learn more about QRIS
systems:
https://www.youtube.com/watch?v=vQalDq3fr3w
Figure 3.2
Components of All Quality Rating and Improvement Systems
Since the implementation of the first QRS in Oklahoma in 1998,
they have attracted the attention of communities from coast to c
oast. States’approaches to creating their QRIS vary considerabl
y. Some make their system a statewide venture, while others lim
it their implementationto particular counties or metropolitan are
as, particularly during their pilot phase. In some states, all cente
rs are required to participate; inothers, participation is voluntar
y. By 2014, 42 states had a QRIS in place, and all but one of the
remaining states was in the process ofpiloting or designing a st
atewide improvement system4 (QRIS National Learning Networ
k, 2014). The federal Race to the Top Early LearningChallenge
grants rewarded states that committed to strengthening their earl
y learning systems, which accelerated the process of QRISdevel
opment in several locales (Schulman, Matthews, Blank, & Ewen
, 2012). Follow links from the website of the QRIS National Lea
rningNetwork listed at the end of this chapter for information ab
out each state’s QRIS system.
3.4 STAFF QUALIFICATIONS ADDRESSED IN LICENSING
AND HEAD START REGULATIONS, ACCREDITATION, AN
D QRISSYSTEMS
One factor to consider when making staffing decisions is the ap
plicant’s educational background and previous experience. Reco
gnition ofan administrator’s or a teacher’s expertise is called cr
edentialing, certification, or licensure. High demand for early c
hildhood programpersonnel, inadequate compensation, high staf
f turnover, and the lack of a professional consensus as to releva
nt qualifications haveresulted in many programs operating with
minimally qualified administrators, teachers, and caregivers.
45. Directors’ Qualifications
The director’s knowledge and skill are increasingly recognized
as essential components of quality (Mims, Scott-
Little, Lower, Cassidy, &Hestenes, 2008; Vu, Jeon, & Howes, 2
008); however, there is evidence that many directors of child ca
re programs (Caruso, 1991), andprincipals (Charlesworth, Hart,
Burts, & DeWolf, 1993; Mead, 2011; National Association of El
ementary School Principals [NAESP], 2005)lack thorough traini
ng in developmentally appropriate instructional strategies that s
upport curriculum reflecting children’s individualneeds, interest
s, and strengths. As a result, teachers continue to struggle with
administrators who lack these understandings (Goldstein,1997;
NAESP Foundation Task Force on Early Learning, 2011; West,
2001). One explanation for this lack of specialized knowledge is
thatmany directors are former classroom teachers. Their trainin
g and experience are likely to have made them familiar with you
ng children andthe fundamentals of developmentally appropriate
instruction. These experiences, however, have not equipped the
m with the expertise inthe organization theory and leadership, m
anagement, staff development, legal issues, fiscal management,
and marketing they need as aprogram administrator (Bloom, 198
9; Mitchell, 2000). For this reason, directors’ qualifications are
addressed in all states’ licensingregulations as well as in accred
itation standards and QRIS systems.
Licensing Standards, Head Start Regulations, and Other System
s That Address Directors’ Qualifications:
There is great variability in states’ educational requirements for
directors, and many states’ child care regulations continue to se
t minimaleducational, age, and prior early childhood experience
requirements for directors working in licensed facilities. Most s
tates requireadministrators to be at least 21 years old and to hol
d at least a high school diploma or a General Education Develop
ment (GED) andprior experience or specialized training to serve
as a program director; however, for ten states, a GED or high s
chool diploma is sufficient.Twelve states require a Child Develo
pment Associate (CDA) Credential, while seven permit individu
47. ns.
Administrators of public schools offering early childhood progr
ams including prekindergarten (or child development) classes, k
indergarten,and primary grades must hold a state administrator’
s certificate. They are required to hold a valid teaching certifica
te, have had teachingexperience, and have taken specified gradu
ate courses in administration. Although public school administr
ators are well educated andexperienced in “school matters,” few
states require specialized knowledge in early childhood educati
on serving children from birth to age 8.They may be ill-
equipped to provide supervision and instructional leadership to
early childhood teachers.
Accreditation and QRIS Standards That Address Directors’ Qual
ifications:
NAEYC’s Accreditation Standards (2007) identify directors’ cor
e competencies (see the first four pages of this book). These co
mpetenciesand the management and leadership functions listed
next are a helpful place to begin building your understanding of
what effectivedirectors need to know and be able to do to lead t
heir program to reach a high standard of quality.
Program administrators of high-
quality programs are successful in managing responsibilities rel
ated to:
·
Pedagogy. Creating a learning community of children and adults
that promotes optimal child development and learning.
·
The Center’s Organization and Systems. Establishing systems fo
r smooth program functioning and managing staff to carry out th
eprogram’s mission, planning and budgeting the program’s fisca
l resources, managing organizational change, and establishing s
ystemsto monitor and evaluate organizational performance.
·
Human Resources. Recruiting, selecting, and orienting personne
l. Overseeing systems for the supervision, retention, and profess
ionaldevelopment of staff that affirm program values and promo
48. te a shared vision.
·
Collaboration. Establishing partnerships with families, board m
embers, community representatives, civic leaders, and otherstak
eholders to provide quality services for children and their famili
es.
·
Advocacy. Taking action and encouraging others to work on beh
alf of high-
quality services that meet the needs of children and theirfamilie
s.
A number of states offer a director’s credential that qualifies in
dividuals to direct programs of early care and education and oft
en helpstheir programs satisfy higher-than-
minimal accreditation and QRIS standards. These credentials ar
e most often offered through communitycollege or technical coll
ege systems. There are also online director-
credentialing programs; however, not all qualify graduates to as
sume thedirectorship in every state, nor are all approved for dire
ctors in NAEYC-accredited programs.
An increasing number of colleges and universities offer bachelo
r’s and master’s degrees in early childhood administration. Onli
neprograms have proliferated in recent years however, just as th
e quality of credentialing programs vary, so does the quality of t
hese degrees.It is important to investigate them before enrolling
because not all degrees earned through online institutions are r
ecognized as qualifyinggraduates for positions that require posts
econdary degrees. Programs offered by highly respected institut
ions (e.g., National LouisUniversity’s Center for Early Childho
od Leadership) do, however, provide their graduates with knowl
edge and skill and a respected degreethat will qualify them for
many leadership positions. These degree programs represent im
portant steps toward increasing a director’sknowledge, skill, an
d professionalism and should lead the way in efforts to documen
t how his or her level of skill and expertise contributeto quality.
Teachers’ Qualifications
49. Teachers’ qualifications, including the extent and duration of th
eir preservice field experiences and the characteristics of their o
ngoingprofessional development, have a significant impact on th
e program’s quality and are addressed in each state’s licensing r
egulations,accreditation standards, and QRIS systems. They are
an important factor in determining the likelihood that the progra
m will contribute tochildren’s growth and development and their
success in school and beyond (Early et al., 2006; Kontos, Howe
s, & Galinsky, 1997; Mims,Scott-
Little, Lower, Cassidy, & Hestene, 2008; Snider & Fu, 1990; Vu
, Jeon, & Howes, 2008).
Licensing Standards, Head Start Regulations, and Other System
s That Address Teachers’ Qualifications:
Although child care is still seen by some as an unskilled occupa
tion, there is a rising tide of commitment to increasing the profe
ssionalism ofthe child care workforce. The movement toward pr
ofessionalism was fueled, in part, by Head Start’s 2007 reauthor
ization, which mandatedthat by 2013, at least 50% of all Head S
tart teachers in center-
based programs have at least an associate’s degree (Administrat
ion forChildren and Families [ACF], 2007). Similar requirement
s have been adopted by accreditation and QRIS systems striving
for higher quality.
States’ child care regulations also address teachers’ qualificatio
ns. Most states require teachers to be at least 18 years of age. T
he mostcommon minimum qualification for teachers is experien
ce with or without a high school diploma or GED. A number of
states requiremaster teachers to hold at least a CDA Credential.
Most states also require teachers to be trained in CPR, to be ori
ented to their programwhen they begin employment, and to parti
cipate in ongoing professional development (NARA, 2013).
All states require teachers working with young children in publi
c schools to hold at least a bachelor’s degree and to be certified;
however,states’ requirements vary greatly. Some states’ early c
hildhood certification qualifies teachers to work with children fr
om birth to second,third, or fourth grade, or to age 8; others pre
50. pare them for work with children from birth to age 5 or when th
ey are in kindergarten; someextend from pre-
K into the primary grades, and still others address only pre-
K and kindergarten age groups. Sometimes states combineearly
childhood with special education certification; others offer only
add-
on certification that builds on preparation to teach elementary-
age children (Jones, Martin, & Crandall, 2009). Some states req
uire certified teachers to hold a master’s degree for initial certif
ication, andmany require candidates to pass standardized tests s
uch as Praxis. Suffice it to say that states’ approaches to early c
hildhood certificationare varied and change so frequently that it
is difficult to keep up-to-
date on the latest regulations (Jones, Martin, & Crandall, 2009).
States also use different terms to describe the same kind of prog
ramming. It is not clear, for example, if pre-
K, nursery, and programs for 3-year-
olds are the same kinds of programs (Fields & Mitchell, 2007). I
n addition, certification requirements vary from requiring an in-
depthpreparation in growth and development, instruction in appr
opriate strategies for teaching young children, and supervised st
udent teachingto add-
on and alternative certification programs that require just a few
courses and little or no supervised practical experience.
Students graduating in good standing from a state-
approved early childhood program can expect to be recommende
d for certification inthe state where their college or university is
located. They are also eligible for certification in states that ha
ve developed reciprocalcertification agreements with the state o
f the institution granting their degree.
The National Board of Professional Teaching Standards (NBPTS
) has been offering early childhood certification since 1987. The
rigorousNBPTS certification process requires candidates to sub
mit a portfolio documenting their teaching skills and to pass a c
omprehensivewritten exam. Many states supplement the salaries
of NBPTS-
51. certified teachers. NBPTS certification is a nationally recognize
d credential soteachers can maintain their certification if they m
ove from one state to another.
In recent years, the importance of placing appropriately certifie
d teachers in public school early childhood classrooms has beco
me moreimportant than ever. Federal No Child Left Behind (NC
LB) legislation enacted in 2001 requires classroom teachers in p
ublic schoolsreceiving federal funds to be “highly qualified,” th
at is, working with the age group for which they are fully certifi
ed. This is one criterionincluded in mandated school report card
s that evaluates public schools’ ability to reach expected levels
of excellence.
Specialized Teacher Qualifications:
Several additional certification programs may apply to teachers
of young children. The instructional staff of Montessori schools
that belongto the American Montessori Society (AMS) must, in
addition to satisfying state licensing or certification requiremen
ts, meet AMScertification requirements for working with infants
and toddlers and in early childhood (ages 2 1/2 to 6 years), ele
mentary, or secondaryprograms.
The Program for Infant/Toddler Care (PITC) out of the WestEd
Center for Child and Family Studies certifies trainers qualified t
o conducttrainings, coach, and provide technical assistance to c
aregivers working with children from birth to age 3. The HighSc
ope Foundation offersspecialized training that qualifies teachers
for HighScope certification. In addition, the HighScope Educati
onal Research Foundation awardsaccreditation to qualified prog
rams that demonstrate their ability to implement the HighScope
curriculum accurately.
A Better Way
In spite of the fact that Marie is confident in the quality of her p
rogram and the center’s enrollment has remained strong, she has
begun toreconsider her decision not to participate in the state’s
QRIS. She has learned that the state has recently made grants to
purchase classroommaterials available to centers that participat
e at its higher levels, and that there are special benefits to beco
52. ming fully accredited. Thesebenefits are particularly attractive a
s the program recovers from the recent difficult economic times.
For those reasons, she has researched anumber of accreditation
systems that, if she were to earn accreditation, would automatic
ally qualify her center for the state’s highest ranking.She has de
cided that the time, money, and effort invested in pursuing accr
editation would pay off in the long run and has sent for theaccre
ditation self-
study materials. Her decision was made easier by the great confi
dence she has in her assistant director; Marie hopes thatshe will
take the lead in managing the accreditation process by leading s
taff development, describing what they will need to do to becom
eaccredited, completing the required paperwork, and collecting
and organizing documentation.
3.5 MEETING LEGAL REQUIREMENTS
Administrators of child care programs have some obligations th
at are not directly related to their responsibilities to protect chil
dren andcollaborate with their families. They concern the busine
ss aspects of early care and education, such as the legal existenc
e of privateprograms, tax regulations, and regulations that apply
to hiring and terminating personnel. Owners and operators of c
hild care programsmust think carefully about the risks and dutie
s they assume when they and their employees become responsibl
e for the safety and well-
being of other people’s children. They need to be well aware of
the financial liabilities they may face due to injuries suffered by
childrenwhile under the supervision of their employees, or even
by their employees while working on the job. They also need to
take care to complywith federal laws designed to protect emplo
yees and ensure their well-
being. It is essential to consult with competent business and tax
professionals to set up a child care center and operate it lawfull
y. Some of the many issues you will need to consider are addres
sed below.
53. Selecting the Best Type of Business Entity
Proprietorship, partnership, limited liability company (LLC), an
d corporation are legal categories for four types of private owne
rship. Legalrequirements for operating an early childhood progr
am under any of these categories vary from state to state. If you
are planning toestablish a private early childhood program, you
need to seek advice from a lawyer or a tax advisor to learn abo
ut laws and regulationsthat may apply. They will provide essent
ial counsel and assist in helping to ensure that you chose the rig
ht business entity and establishappropriate operating procedures
. Various forms of business entities are summarized and compar
ed in Table 3.2 which differentiatesbetween sole proprietorships
, partnerships, and three kinds of corporations and summarizes t
he characteristics of each.
Proprietorship:
Under a proprietorship, a program is owned by one person. Anot
her name for this type of business entity is sole proprietorship.
The ownerhas no partners or co-
owners. Sole proprietorships may consist purely of a single own
er-
operator or may have one or more additionalpersons (called “ag
ents”) doing work for the single owner. This type of entity is no
t recommended for owning and operating a child carecenter bec
ause the owner would likely to be required to assume full perso
nal financial responsibility for the liabilities of the business.Bec
ause of the risks inherent to owning and operating a child care p
rogram, the sole proprietorship form of doing business is notrec
ommended, even when the owner carries liability insurance to p
rotect against legal risks. The owner may be held personally lia
ble forcontractual or other liabilities beyond his or her ability to
control, and the liability may exceed the owner’s personal fund
s or insurancecoverage, leading to personal bankruptcy.
Partnership:
In a partnership, two or more individuals join together to operat
e a program as co-
owners. A partnership may involve several individualsor entitie
54. s as copartners. For example, other partnerships or corporations
may serve as partners in a child care center’s ownership andope
ration. In the case of a general partnership, the partners face per
sonal liability for the debts and liabilities of the center, as is the
case forsole proprietorships. For this reason, use of a general p
artnership is not usually recommended. A limited liability comp
any and the corporation are better options. They are described n
ext.
Table 3.2
Comparison of Business Entities
Entities
Sole Proprietorship
General Partnership
Limited Liability Corporation
S Corporation
C Corporation
Liability protection
No
No
Yes
Yes
Yes
55. Reduced entity taxation
Yes
Yes
Yes
Yes
No
Business debts separate from owners?
No
No
Yes, unless guaranteed
Yes, unless guaranteed
Easy to form?
Yes
Yes
No
No
No
Filing requirements other than business license
56. None
None
Yes
Yes
Yes
Management
Owner controls
Partners
Either member managed, like a general partnership or manager
managed, like a corporation
Both these entities are usually managed by board of directors,
though special management agreements may be permitted;
directors typically delegate to officers and other agents
Permanence
No
No
Harder to dissolve
Yes
Yes
57. Transferability of interests
Can assign
Same as GP
Freely transferable; may be subject to agreement
Freely transferable; may be subject to share transfer agreement
Note: The most two important entity choice factors are liability
protection and reduced tax liability. As the chart reflects, the
most favored entities in these regards are the LLC and the S
Corporation. Each entity features different benefits and
drawbacks. State laws vary. You should consult with your tax
advisor before deciding which is best for you.
Limited Liability Company (LLC):
An LLC is a separate legal entity in the eyes of the law. Thus,
owners of an LLC must file with the state government, typically
with the secretary of state, to establish their business. In many
states, an LLC may consist of one or more members. In other
words, if state law permits, a single owner can establish the
business as an LLC.
An LLC has two key benefits. The first is shared with sole
proprietorships and partnerships; the second is not. An LLC
owner has the ability to declare that the business will be taxed
as if it were a partnership, meaning that there is no separate tax
levied on the business entity itself. Alternatively, the owner
may declare that the LLC will be taxed as if it were a
corporation.
The second major benefit of LLC status separates the LLC from
sole proprietorships and general partnerships and is very
valuable. That benefit is limited liability, which frees the owner
58. from personal liability for wrongs committed by others that lead
to claims against the entity. The owner of an LLC risks his or
her personal investment in the business but does not face
unlimited personal liability for the business’s debts or for
actions of employees or co-owners. On the other hand,
functioning as an LLC (or, for that matter, as a corporation) will
not permit the entity’s owner to escape personal liability for
wrongdoing he or she personally commits.
The LLC is a flexible entity when it comes to management
structure. With multiple owners, the LLC can be operated with
corporate-like formalities (through a board of directors, for
example) or like a partnership, with each member playing a role
in decision making. This latter type of management style, called
member managed, is the standard way LLCs are run, but a more
formal board of directors system can be agreed to by the
members. A competent lawyer or tax advisor can help you
structure an LLC to help protect the owner against personal
liability and to ensure the owner takes advantage of available
tax provisions.
Corporation:
A corporation is a legal entity, just like the LLC. It may be
established on a for-profit or not-for-profit basis. Corporations
typically exist forever unless dissolved by the board of directors
or through court proceedings. Like LLCs, corporations offer
their members the benefit of limited liability.
Because the corporation is a legal entity, several documents
must be filed with appropriate state offices. The forms are
usually somewhat different for for-profit and not-for-profit
corporations. Three documents are required to complete the
incorporation process:
Articles of incorporation or certificate of incorporation. The
organization’s legal creators, or incorporators, use this form to
59. provide the public with information about the corporation, such
as the center’s name and address; its purposes; whether it is a
for-profit or not-for-profit corporation; its powers, for example,
to own and operate a child care center; names and addresses of
the initial board of directors; initial officers; and the date of the
annual meeting.
Bylaws. The IRS requires bylaws if the corporation is seeking
tax-exempt status. Most corporations have them. They explain
how the corporation will conduct its internal business including
what tasks are to be performed by the various officers and the
board. They may also describe voting and meeting requirements.
Minutes of the incorporators’ meeting. After the incorporators
prepare the articles of incorporation and bylaws, an
incorporators’ meeting is held. The name of the corporation is
approved, and the articles of incorporation and bylaws are
signed. The incorporators elect officers and the board of
directors. Various business actions, such as the authority to
open a bank account, are approved. In for-profit corporations,
the incorporators may vote to authorize the issuance of stock.
Minutes of the incorporators’ meeting and subsequent board
meetings are kept in a Minutes Book.
Some standard procedures guide the operational formalities for
early childhood programs. The owner must recognize that the
entity, whatever the type, is separate and distinct from himself.
Separate bank accounts should be obtained for any early
childhood program. The failure of an LLC or corporation to
maintain financial records separate from those of its owners
may jeopardize limited liability protection. Careful record
keeping for financial and management purposes is a standard
requirement for proper management. Not-for-profit corporations
with a certain income level and other programs receiving
monies from certain funding sources are required to have an
audit. In most states, not-for-profit corporations are required to
60. file an annual financial report following the audit.
Franchises and chains may fall under any of the foregoing legal
categories of private organizations but are most often
corporations or LLCs. Franchises and chains are differentiated
as follows:
A franchise is an organization that allows an individual or an
entity to use its name, follow its standardized program and
administrative procedures, and receive assistance (e.g., in
selecting a site, building and equipping a facility, and training
staff) for an agreed-upon sum of money, royalty, or both. Two
popular child care franchises are Kiddie Academy and The
Learning Experience.
A chain is ownership of several facilities by the same
proprietorship, partnership, or corporation. These facilities are
administered by a central organization. Kinder Care Learning
Centers is an example of a chain.
Potential Vulnerability to Legal Actions:
Three concepts often apply in legal actions involving
businesses:
An employee is hired to perform certain types of duties, with
expectations as to how she performs these duties. When an
employee is doing what is normally expected, she is said to be
“acting within the scope of employment.” The employer is
liable for the employee’s behavior when she is acting within the
scope of employment. The employer is usually not liable,
however, when the employee is acting “outside of the scope of
employment.”
On the other hand, if the wrong was not committed by an
employee, but rather by someone hired from outside to perform
specific services, such as a karate instructor employed
61. separately by a karate school, then it is harder to hold the center
responsible for his actions. In general, the center will not be
held liable for wrongs committed by nonemployee “independent
contractors” who usually are responsible for their own behavior.
A supervisor who is in charge of other employees may
sometimes be held personally responsible for wrongs committed
by employees acting within the scope of employment and
subject to the superior’s supervision. In this kind of case, both
the supervisor and the supervisee wrongdoer could be held
liable to the injured party. From the supervisor’s perspective,
this type of wrong is sometimes called “breach of the duty to
supervise.”
Operating a Child Care Center Is a Business
It is important to remember that a child care center is a
business. Program administrators must understand and comply
with regulations related to contractual obligations and
regulations of the Internal Revenue Service. Failure to comply
with business and tax regulations may result in serious
consequences, including the risk of civil or criminal liability.
This is why it is so important to consult with and rely on
competent legal and tax advisors when setting up and running
your program. Regulatory and tax requirements change
periodically. Even after the program has been launched and is
running successfully, it is advisable to perodically ask a
professional advisor to conduct a review of procedures and
policies to insure continuing compliance.
Laws That Protect Employees
You also need to be aware of regulations designed to protect the
employee and the program. Laws that protect the staff include
those that prevent discrimination, relate to minimum wages,
leave for to care for children or close family members, and
access to affordable health care.
62. Title VII of the Civil Rights Acts of 1964 and as Amended by
the Equal Opportunity Act of 1972:
Fair employment practices are mandatory for organizations,
companies, and people having contracts with the federal
government. The practices are also mandatory for any company
employing or composed of 15 or more people. Employers
subject to this act and its amendment must not discriminate
against any individual on the grounds of race, creed, color,
gender, national origin, or age. Employment practices must be
based on relevant measures of merit and competence. The
employer must also base job qualifications on bona fide
occupational qualifications (BFOQ); thus, job descriptions must
clearly specify the tasks to be performed.
Americans with Disabilities Act:
The Americans with Disabilities Act (ADA), P.L. 101–336, was
signed into law on July 26, 1990. The ADA established civil
rights for people with disabilities. The part of the law
concerning employment states that employers with 15 or more
employees must avoid job-related discrimination based on the
employee’s disability. To be protected under the law, the
employee must satisfy BFOQ that are job related and be able to
perform those tasks that are essential to the job with reasonable
accommodations (e.g., making the facility accessible, modifying
equipment, modifying work schedules, providing readers or
interpreters), if necessary. Furthermore, the employer is legally
liable if other employees discriminate or do not make
adjustments to accommodate employees with disabilities (Surr,
1992).
image This video describes the provisions of the ADA and
helps you understand why it is so important for children and
adults. Watch this video to learn more about how ADA
adaptions improve life for individuals with disabilities:
https://www.youtube.com/watch?v=ns7UY8HdPr8
63. Fair Labor Standards Act:
The Fair Labor Standards Act of 1938 as amended applies
equally to men and women. Employers subject to this act and its
amendments must pay employees the current minimum wage;
overtime (hours worked over the 40-hour week) at the rate of 1
1/2 times the employee’s regular rate of pay; regular wages and
overtime pay for attendance at training sessions, whether the
sessions are conducted at the place of work or at another site;
and equal wages for equal work. The act does not apply to
members of one’s immediate family.
Family and Medical Leave Act (FMLA):
The Family and Medical Leave Act (FMLA) of 1993 requires
companies and organizations with 50 or more employees to
grant those who have worked for them for at least 12 months up
to a total of 12 workweeks of unpaid leave during any 12-month
period for one or more of the following reasons:
the birth and care of a newborn child of an employee
to care for an adopted or foster child
to care for an immediate family member (spouse, child, or
parent) with a serious health condition
to take medical leave when unable to work because of a serious
health condition
The Patient Protection and Affordable Care Act (ACA):
The Patient Protection and Affordable Care Act (ACA), often
referred to as the Affordable Care Act (ACA) or ObamaCare
was signed into law in 2010 and took effect beginning in
January, 2014. It was designed to ensure all Americans access
to affordable health care. ACA includes provisions to help both
small and large employers achieve this goal. The Small
64. Business Heath Care Tax Credit helps centers with fewer than
25 employees afford the cost of providing health care coverage.
There are also specific provisions for programs with up to 50
employees as well as large centers with more than 50
employees. Visit healthcare.gov for up-to-date information and
answers to your questions.
image This video describes the benefits employs are entitled to
under the FMLA. Watch this video to learn more about how this
law works:
https://www.youtube.com/watch?v=ebA_lESQas0
Legal Responsibilities and Vulnerabilities:
Programs are fully liable for compliance with laws and, in some
cases, employees and even owners may face personal liability
when misconduct occurs. Consider these implications as you
think about the program’s potential vulnerability to legal action.
First, all employees should have job descriptions spelling out
their scope of authority. Second, adequate staffing, safe
facilities and equipment, administrative diligence, staff
awareness and training in care of children, and documentation
will do much to reduce the risk of torts (acts that may result in
legal suits brought against the center and/or its employees).
Third, buying comprehensive insurance against liability is a
sound business investment. Finally, everyone involved in
programs should realize that situations leading to liability are
ever-present concerns and that all employees are vulnerable to
legal actions.
Laws That Protect Children
In every state, child care providers are mandated reporters.
Mandated reporters are professionals who have a legal
responsibility to report suspected neglect or physical or sexual
abuse to appropriate child protective service authorities such as
the state’s Department of Social Services or Department of
65. Child and Family Services. Failure to report suspected abuse or
neglect can result in criminal or civil penalties. A mandated
reporter who does not comply with this law can face fines
and/or imprisonment and can lose her job or her license. Early
childhood professionals must be familiar with the indications of
child maltreatment and state laws regarding reporting suspected
cases.
Because reporting is mandatory, a director, principal, or other
supervisor cannot prevent an employee from making a report
when he or she has reason to suspect that a child has been
mistreated. Programs should include information about
requirements related to reporting abuse and neglect in
handbooks distributed to families and staff.
Previous sectionNext section
SUMMARY
Competent child care administrators have many responsibilities.
They must lead their program in complying with child care
regulations designed to ensure children’s health and safety, and
should also know about accreditation and QRIS systems
designed to help their programs reach higher standards of
quality. There are also federal laws that apply to the workplace,
and regulations that apply to the center’s legal status and
financial management.
Describe the purpose of regulations that apply to programs of
early care and education and list several topics they address.
Regulations are the rules and laws that govern early childhood
programs. They are designed to give families that rely on child
care peace of mind that the health and welfare of their children
are safeguarded while they are away from home. They include
zoning, land use and building codes; regulations related to fire
safety and sanitation; and child care regulations.
66. Identify several ways accreditation standards are different from
child care regulations.
Child care regulations are designed to create a safety net for
young children and to identify a level of quality no program
should fall below. Programs operating legally must adhere to
applicable child care regulations. Program Accreditation
standards describe higher-than-minimal standards of care and
are voluntary.
State the purpose of QRIS.
QRIS are designed to increase program quality by bridging the
gap between the minimum standards set by each state’s child
care licensing standards and the high standards that reflect
research-based best practices. They provide resources and
incentives designed to improve participating programs’ quality
and make parents better consumers by helping them understand
the characteristics of quality programming.
List some ways qualifications for administrators and teachers
are different for licensure, for accreditation, and in QRIS
systems.
In most states, child care regulations require administrators to
be at least 21 years of age and to hold at least a high school
diploma or a GED. Many accreditation and QRIS systems
require directors to hold a director’s credential. These
credentials are most often offered through community college or
technical college systems.
Child care regulations in most states require teachers to be at
least 18 years of age. The most common minimum qualification
for teachers is experience. In most cases, a high school diploma
or GED is not required. Head Start raised the bar for teachers’
67. professional preparation by requiring that at least 50% of all
Head Start teachers in center-based programs have at least an
associate degree by 2013. Similar requirements have been
adopted by accreditation and QRIS systems striving for higher
quality.
Identify laws that apply to the childcare workplace, such as
those that govern the program’s financial management and
employees’ well-being.
Program administrators need to be informed about the
program’s business management; about federal laws—such as
the Equal Opportunity Act, the Americans with Disabilities Act,
Fair Labor Standards Act, Family and Medical Leave ACT, and
the ACA—that protect employees and ensure their well-being;
and about laws related to mandated reporting of suspected child
abuse and neglect.
USEFUL WEBSITES
National Resource Center for Health and Safety in Child Care
and Early Education
Click on the link for State Licensing and Regulation
Information for information about your state’s regulations and
licensure procedures.
National Association for the Education of Young Children
(NAEYC) Academy
Click on the link for Accreditation, then Programs for Young
Children for information about NAEYC Accreditation, costs,
and a list of accredited programs.
QRIS National Learning Network
This comprehensive website includes links describing all states’
QRIS systems and in-depth resources addressing all aspects of
implementation, from planning to gathering data on the impact
of existing programs.
68. Caring for Our Children
This website includes a link to download this comprehensive
description of best practices to ensure children’s health and
safety in out-of-home settings. It includes the rationale for each
recommendation as well as extensive references. It also
highlights revised recommendations based on recent research.
Head Start Program Performance Standards
The detailed Performance Standards are updated annually in the
spring.
Child Care Licensing Study
This in-depth report prepared by the NARA includes
information about all states’ regulations and includes useful
data tables that compare states’ regulation on varied criteria.
This report is updated regularly, so look for the most recent
version.
Child Care Aware® of America We Can Do Better
This annual ranking of all states’ child care center standards
and oversight is prepared in cooperation with states’ local Child
Care Resource and Referral agencies. It applies 10 program
benchmarks and 4 oversight benchmarks to its ranking of each
state’s child care regulations. This report is updated annually,
so look for the most recent version.
Fire Safety in Day Care Centers: What Parents Need to Know
This handout, developed by the Fire Department of the City of
New York, Office of Fire Prevention, includes questions
families should ask about a center’s fire prevention practices as
well as a fire safety checklist families can use to evaluate the
center’s efforts to ensure their children’s safety while in care.
TO REFLECT
Serving as the director of a program caring for children is a