Response to Q-3
This extension of timings is an aspect of change and from an organisational perspective; management of change requires a thorough cooperation on behalf of the staff operating in the nursery. This extension is anticipated to be welcomed by parents but it is unclear whether or not they will be comfortable with the increase in the fees for this purpose. The infrastructural costs of running the nursery will undoubtedly increase after these timings increase and will have to be reflected with in the new cost schedule. This step when viewed from the perspective of organisational theory means simply that a careful step by step approach of the management and implementation of such change will have to be brought into play here for successful and stability of this business.
The provision of meals and rest will certainly mean better choice of food and adhering to the relevant health and safety standards. In addition to this the provision of meals and rest to children would mean that new health and safety standards will have to be imposed here in and the rest facilities would require a through update and clear scrutiny.
In addition to this, there might be a need to hire more staff. The current staff will also be expecting more in terms of a salary because of an increased load of work and responsibilities.
Also handling children for longer hours will simply mandate better training and increase in activity planning for the same.
To handle these changes in a more organised manner the author will now see how Kotters 1995 model of bringing about successful organisational change can be implemented. In Kotter’s opinion when a change has to be brought there is generally no point in slowing it down. According to step one when urgency for change is created then things work out automatically because of sufficient motivation. Therefore by creating this urgency and inviting the cooperation, support and feedback from the inner management and the consumer base of the business, which in this case are parents this change can bring along dynamically.
Secondly the current management team will have to be taken into confidence to bring about this change. The owners are advised to consult with the parents for a suitable fee and also take into account employee expectations here about the salary increases. This team, which will come from with in the current nursery staff, will have to use effective leadership.
The third step will be to create an impetus and a vision for this change. Engaging the current staff in the planning and design of this change to boost their enthusiasm for change can do this.
The fourth step will be the slow but steady implementation of this vision. This will also involve a change in employee contracts and possible interviewing of employees for new hiring. Step five would relate to dealing with possible obstacles will be the paper work and possible opposition for participation by some members of the consumer base. These can relate to either organisational aspects or financial matters. For example parents might initially refuse to pay an advance fee for a new service, which is not in practice yet. At the same time the current employee base might find the whole idea incompatible with their current routines.
Step six would pertain to creating short-term goals of success and offering short-term rewards to those members of the current administration who will take the programme forward. Step seven is a warning of over confidence against expecting too much from small changes. This new change of extended timings will not bring too many rewards in fiscal terms at the outset and it will take a while before such changes are properly implemented.
Last but not the least such changes should reflect the core competencies in an organisation as long as they are still in flux and their retention and success should form the core agenda of success for the employee base. This will also include the recognition of the employees who have helped to plan and realise this change and a scrutiny of the current leadership strategy with in the organisation.
In conclusion this day nursery has a good chance of expanding its area of operations and timings if these strategies are kept in mind and the employee base is involved in the management of this change as much as they can be. A caution is thrown against excluding the views and feedback of the current management or the consumer because these are the ultimate determinants of success for this venture.
Response to Q2-
Job Description for a Nursery Nurse
Required
: Daytime Nursery Nurse by Applefrett Day Nursery for young children aged 2-5 years. Should preferably be fluent in a second language preferably Chinese or any other South Asian language due to the large number of Asian immigrants in the area.
The Candidate should be young and energetic preferably between 18-30 years of age. Interested part-time jobseekers may apply. He or she will be required to have experience in dealing with young children’s care including feeding and washing them. In addition to this the candidate must have a working knowledge of aspects of young children’s educational and social development as well as issues pertaining to their health, safety and hygiene.
Furthermore even though graduation is not a requirement, candidates with a National Certificate in Early Education and Childcare or a National Nursery Examination Board (NNEB) Diploma in Nursery Nursing will be preferred.
Interested Candidates please apply online at Vacancies@Applefrett.co.uk
The interested candidates will be judged upon the criteria of their working knowledge and zeal for working hard with multi-ethnic children.
In the view of the above the following questions will be asked and model/suggested answers are suggested next to the questions.
Question No 1- Educational background prior experience?
Expected Answer- Either young or possessing the relevant certificates OR Experienced in the occupation for atleast 5 years.
Question No-2 Availability of Police Checks and the relevant paperwork disproving any history of sex offending or child sex abuse as well as references from previous employers.
Answer- Paperwork and evidence a strong preference.
Questions 3-5 about understanding of the relevant legislation pertaining to data protection and child protection? Reactive hypothetical response to a given situation for example reporting physical or sexual abuse of a child and judging the acumen of the candidate to co-operate in a multiagency environment.
Question-6 Knowledge about the 8 P’s of the Children Act 1989 .The 8 “P’s” (Paramountancy of the child, Parental Responsibility, Prevention, Protection, Partnership, Participation, Planning and Permanency)
Question 7- Questions about the personal and family life of the candidate to judge her/his psychological attitude towards small children. In addition to this short questions expecting knowledge of nutritional aspects of feeding young children and first aid abilities will also be judged.
Question 8 will be designed to elicit and judge the candidate’s actual attitude about working as a team with the teaching staff and co-operating with the local governmental and police authorities.
Question 9- Knowledge of and interaction with different peoples and cultures. This response will test their tolerance and knowledge of dealing with young children from other cultures and their willingness to understand different cultures.