Incompatibilities Among Staff

Paper Summary:

The paper states that in recent developments, there have been significant incompatibilities among staff in the private and non-profit education program. The paper states that in addition, there has been much indecision regarding the efficacy of such programs, particularly among staff and parents working with special needs populations. The paper states that the purpose of this research study is to analyze incompatibilities among staff. The paper concludes that results of this investigation suggest that a mediator or more effective protocol should be provided in order to facilitate improved rapport among the staff.

Outline:
Introduction
Additional Information
Annotated Outline
Conclusion
References

From the Paper:

"Aside from the inside-out change, the staff plays an important role in merging the constant changes. Smith stated, "One major consideration then in developing the Continuous Curriculum Review project was the need to ensure that data collected would be acted on." As roots are continually planted, staff continually update new ideas, issues, and problems to the Associate Director. The data collected widely influences how soon the administrators will act upon new ideas, depending on the mitigating factors and complexity of the situation. Challenges would be found in the area of "Quality Reform" (Peterson, 1997), due to the fact that the program is private/non-profit. In the aspect of Threat of Substitute Services, the training options are usually ongoing. In the area of quality reform, it can take as long as two years to complete the required Montessori training. In terms of incompatibility among staff, the Hardy article accurately reflected the genre-related issue as I had hoped for my research on Montessori School for the Deaf (MSD). The genre of issues within the Montessori School for the Deaf would fall in the "Formal Ethical Guidelines: Codes and Policies" (p. 390). MSD faced an issue relating to being betrayed by their own staff when MSD was reported to the OSHA, and the staff did not follow proper protocol of reporting child abuse as dictated by the Director/Founder. The Director/Founder insisted that all staff first make informal reports of observation of child abuse to the teacher. If the reporter is not satisfied with the teacher's action, then the reporter has to follow the chain of command by going forward to the next person, which is the Associate Director. The Director/Founder discourages the last action to skip the chain of command by reporting to the toll free child abuse hotline."

Sample of Sources Used:

• Elmit, Chris, (2007), Can you hear me? HR Management. Retrieved May 19, 2007 from http://www.hrmreport.com/pastissue/article.asp?art=268500&issue=172.
• Hardy, D. E. (2002, June). Ethical considerations affecting teaching in community colleges: an abundance of feelings and limited facts. Community College Journal of Research & Practice, 26 (5), 383-399.
• K***, A. (Personal communications with the Associate Director)
• Payne, Julia, (2007). Developing executive thinking skills. HR Management. Retrieved May 19, 2007 from http://www.hrmreport.com/pastissue/article.asp?art=268504 &issue=172.
• Peterson, M. W., Dill, D. D., Mets, L. A., & Associates (Eds.). (1997). Planning and management for a changing environment: A handbook on redesigning postsecondary institutions. San Francisco, CA

More papers on Incompatibilities Among Staff:

• Persuasive Essay # 129522 : "Role of Staff Development"
• Descriptive Essay # 124537 : "Ineffective Staff Development Program"
• Analytical Essay # 123583 : "Staff Development for IEPs"

APA Citation:

MLA Citation: