Planning & Administering Early

Childhood Programme

HASLINDA BINTI MD.ALI

HBEC3803

Overview of Early Childhood Programmes

By the end of this topic, you should be able to:
1. Define the managerial role in childcare settings;
2. Describe types of childhood programmes;
3. Explain the need for a childcare programme;
and
4. Discuss how the organisation and board
members work.

An Overview
This first topic will give you an
overview of what it is about and also
define the managerial role in childcare
settings, in which leadership and
management aspects are discussed. The
administrative styles and roles are also
presented.

A. MANAGING THE PROGRAMME

Require knowledge and skills both in early

childhood education and development and
in business practices

requires the administrator to:

(a) Be committed in being a leader;
(b) Understand the systems in an early childhood
programme;
(c) Understand the styles and roles of the leader;
and
(d) Know how to manage the programme and
curriculum, how to lead people, solve conflicts and
how to prepare managerial tools such as policies

1. The Commitments of a Leader

2. Systems in an Early Childhood Programme

there are several key systems which are external to the

organisation and beyond the direct control of centre
personnel (Sciarra, et al., 2013, p.4) including:
(a)

Family systems can affect the operation of a childcare centre.

Family members interact with other systems, such as their work
place and those systems in turn affect their participation at the
centre and how the centre views the role of families. For example,
parents may not be able to attend a conference at the centre due to
work commitment. Thus, the conference is cancelled; and

(b) The regulatory system is either essential (such as licensing) or

optional (such as accreditation). Regulatory systems have different
requirements, some of which coincide with the way the centre
functions while others may not.

3. Styles and Roles of Leaders

Administrative styles
Managerial Approach Leaders determine and provide clear
expectations, make decisions
independently

Laissez-faire Approach

- little
or no guidance to staff, best applied
to situations where staff members
are highly qualified in the field.

Natural Leaders- accepts and

welcomes ideas, initiatives and
implementations, supports and
encourages staff members to
become part of the team

Roles
Directors have a wide
range of roles
- teacher
- Manager of several centres
- Early childhood education
advisor
- Policy and procedures decision
maker
- Administrator
- Programme planner
- Child advocates
- Financial planner

4. Manage the Programme

Every director is responsible for programme
maintenance (Sciarra, et al., 2013,p. 9). This is either
carried out personally by the director or by other
personnel.
However, the director has to ensure that they are carried
out appropriately.

Refer pg 8.

5. Manage the Curriculum

Manage your own? Or others?
Discuss the drawbacks of purchasing a
pre-planned commercial curriculum.

6. Lead People
Directors can enhance their effectiveness of leading people
by (Sciarra, et al.,2013, p. 11):
(a) understanding of their own interpersonal styles;
(b) Studying various leadership approaches, analysing
their own administrative styles and then determining their
strengths and weaknesses in these areas; and
(c) Attending coaching programmes for directors, which
involves observation of the director at various tasks by a
coach, then followed by discussion with the coach.

7. Solve Conflicts

(a) State the problem

(b) Generate solutions
(c) Select a solution that is agreeable to all
(d) Implement the planned solution
(e) Check after an agreed-upon time to
determine whether the solution is working
(f) If it is not working, return to step (a) and
repeat the entire process

8. Managerial Tools

Some of the key tools include policies and

procedures manuals and time-use skills

B. ASSESSING THE NEEDS OF

A PROGRAMME

How to find out about the

needs?

C. TYPES OF PROGRAMMES

D. WORKING WITH A BOARD

Organisational Structure of Early
Childhood Centres
(a) Sole Proprietorship
(b) Partnerships
(c) Franchise
(d) Corporation

Responsibilities of a Centres
Board
The board is responsible for drawing up
bylaws (rules and regulations), making
policies and making provisions for the
operation of the centre (choosing director
& other personnel,funds, etc).