In recent times, many early childhood development (ECD) centers have faced
challenges due to demonstrations by parents over fee increments. As a center
manager, it is crucial to approach such situations with empathy and professionalism to
maintain a positive working relationship with parents while ensuring the smooth
operation of the center. This essay explores strategies to resolve the issue such as
active listening, transparency and communication, collaborative problem solving,
emotional intelligence and maintaining center operations. The key terms to be defined
are ECD center and manager.
An Early Childhood Development (ECD) center is an institution that provides support
and education to children in their early years of life (birth to age 8). ECD centers aim
to foster children's physical, cognitive, social, and emotional development through
play-based learning and structured activities (UNESCO, 2023). UNICEF, (2019)
defines An Early Childhood Development (ECD) center is a facility that provides
educational and developmental services for young children, typically from birth to age
8. Therefore, these centers focus on fostering holistic development, including
cognitive, social, emotional, and physical growth, through play-based and structured
learning environments. ECD centers also often engage families and communities to
support children's development and well-being.
A manager is an individual responsible for planning, organizing, directing, and
controlling the activities of a group of people or an organization to achieve specific
goals (Griffin, R. W., Phillips, J. M., & Gully, S. M., 2020).According to Certo ,etal
(2018 )manager is an individual who is responsible for planning, organizing,
directing, and controlling the activities of a group of people to achieve organizational
goals .Therefore managers are responsible for making decisions, allocating resources,
and motivating employees to achieve desired results. They play a critical role in the
success of any organization, including schools.
According to Collins, (2017) a center manager should actively listen to the
parent’s .As a center manager, I would initiate dialogue with protesting parents,
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actively listening to their concerns and empathizing with their financial struggles.
This fosters trust and demonstrates commitment to finding mutually beneficial
solutions. In addition to explaining the rationale for the fee increments, exploring
alternative solutions that minimize the financial burden on parents is essential.
Offering flexible payment plans, partial scholarships, or community-based fundraising
initiatives can demonstrate the center's willingness to work with parents. Additionally,
considering government subsidies or partnering with non-profit organizations can
provide additional financial support to parents.
Additionally, establishing open lines of communication is vital. Scheduling a meeting
with the parents' representatives to discuss the reasons for the fee increments. Being
transparent and providing detailed explanations, including financial records or
projections. As a manager have to encourage parents to ask questions and express
their concerns openly. By actively listening and engaging in a constructive dialogue,
the center can address parental queries and address any misunderstandings. According
to Kotter, (2001) clearly explaining the rationale behind fee increments and providing
detailed financial reports will help parents understand the center's financial
constraints. Regular updates on center expenditures and budget allocations will
promote transparency.
Furthermore, convening a joint committee comprising parents, teachers, and center
administrators will facilitate collaborative problem-solving. Together as a team we
can explore alternative funding options, scholarships, or flexible payment plans.
Before responding to the demonstration, it is essential to understand the parents'
perspectives. While fee increments may be necessary for the center's financial
sustainability, parents may have concerns about affordability, especially in
economically challenging times like those prevalent in Zimbabwe. Communicating
empathetically, listening to their grievances, and acknowledging their financial
constraints can help build trust and foster a collaborative approach.
More so, identifying shared interests, such as providing quality education, will help
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shift the focus from confrontation to cooperation. By prioritizing shared goals, people
can work together to find feasible solutions. While addressing parental concerns, it is
equally important to maintain the smooth operation of the center. Ensure that essential
services, such as childcare, education, and nutrition, are not disrupted during the
demonstration. Establish clear communication channels with staff and parents to
manage any potential disruptions and provide regular updates on the situation.
However, there might be communication breakdown as parents may not fully grasp
the reasons for the fee increase, leading to misinformation and there will be use of
emotions as strong emotions can escalate tensions, complicating dialogue. Managing
a range of opinions and concerns from parents can be complex as a few vocal
representatives may not accurately reflect the majority’s views. Hence, Managers
must remain calm and professional despite parental frustration
Conclusively, aging parent demonstrations over fee increments requires a carefully
balanced approach that prioritizes both the concerns of parents and the sustainability
of the center. By understanding the parents' perspectives, communicating openly,
exploring alternative solutions, maintaining center operations, and promoting ongoing
engagement, center managers can effectively resolve such situations while
strengthening relationships with parents and ensuring the smooth running of the
center.
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References
Certo, S. C., Certo, S. T., & Certo, J. C. (2018). Modern management: Concepts and
skills. Pearson.
Collins, J. (2017). Good to Great: Why Some Companies Make the Leap...And Others
Don't.
Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ.
Griffin, R. W., Phillips, J. M., & Gully, S. M. (2020). Organizational behavior:
Managing people and organizations. Cengage Learning.
Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-
Performance Organization.
Kotter, J. P. (2001). What Leaders Really Do.?
UNESCO. (2023). Early Childhood Development.
https://en.unesco.org/themes/education/ecd
UNICEF. (2019). "Early Childhood Development." Retrieved from UNICEF.
UNICEF. (2023). Early Childhood Development. https://www.unicef.org/early-
childhood-development
