kimric
Administrator Competencies and Paths to Leadership
Name of Student:
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Question 1: Administrator Competencies
The whole issue regarding the management, planning, and other administrative role with regards to the management of young people is a broad concept. The National Association for the Education of Young Children is an association that is in charge with the administration of knowledge and other administrative duties to the young people. In light of the above, there is a very narrow line that separates the management knowledge and skills and early childhood knowledge and skills. Notably, the two concepts largely overlap both conceptually as well as in practice.
To begin with, management of knowledge and skills is largely premised on the ability of administrators to coin out knowledge out of day to day activities. The same is the case when it comes to the management of the early childhood knowledge and skills. Conceptually, the two are similar in the sense that they both revolve around scouting in some source of information in order to arrive at some steady yet very reliable and solid conclusions that can steer their administration to a higher level of achievement. This brings to the fore the link that exists between the concept of early childhood knowledge and skills as well as management knowledge and skills.
Nonetheless, there is a practical relationship between management knowledge and early childhood knowledge and skills. It is noteworthy to take into consideration the fact that the administrators who are in charge of management are the ones who are more likely to use the same knowledge they acquire in the various fields of operations to pass to the young children in kindergarten and other learning institutions for the young people.
Question 2: Paths to Leadership
NAEYC’s Code of Ethical Conduct: Supplement for Early Childhood Adult Educators is a document that act as the guideline for early childhood educators. The guideline is core to the practice as it offers the various sets of moral obligations among the practitioners. It is therefore important that such guidelines are implemented to the letter by the various administrators who are in charge. This way, it is easier to manage the moral and ethical behaviors of the various managers.
Furthermore, the ethical guideline is consistent with my personal pathway of the inside syndrome. In this pathway, I am of the strongest conviction that moral obligations should be inwardly generated rather than depend in the various guidelines to restrict the moral and ethical orientation of an individual (Bilha, 2012). This means that it is important that one act morally out of his or her personal will rather than acting like so out of some external or outward pressures; without which, such a person cannot be in a position to act in a way that is regarded as moral or ethical by the rest of the society.
Pursuant to the NAEYC’s Code of Ethical Conduct, the provision outlined significant approaches that could be implemented in order to avert the ethical and moral dilemmas that plague the leadership and management of an organization (Don, 2011). One of the challenges that are sought by the guideline is that of the ideals and principles. This way, it is possible that readers get a lot more than is obvious.
References
Bilha, C. (2012). Principles of Early Chilhood . Ohio: PWC Press.
Don, B. (2011). Leadership in Early Chilhood Development. Ohio: Oxford University Press.
