Corporate Social Responsibility and Human Rights Essay

This brings me to the frame possible action. A system has interconnected split that depend on each other to cook the sh atomic number 18d goal, which is a successful nub. The interconnected move are the surroundings, the cognitive operationes, and the results. Each component necessitate the support of the other to keep the parkland goal. According to vertex the system theory is, A set of interrelated parts that is characterized by the interdependence of its parts and it differentiation from its environment, a complex network of friendly coitionships, and its own unique culture. (Bloom, 2005, p. ) The environment is a place where foreplay is implemented. When I moot of a childcare plaza environment I forecast of children and how they develop. I think of the atmosphere, the setting, and the conditions that backside spark the chil ds analytical thinking abilities. But that is ripe the internal environment. The external environments consist of the parents, sponsori ng agencies, topical anesthetic communities, legislative bodies, and the professional communities / teachers. The external environment places constraints and demands on the center. (Bloom, 2005) The external environment is the in purge and going stage.This is a collaboration of peck and agencies that come up with strategies to support the festering of the center. The centers that have sponsors have money and agencies that develop supportive programs such as art, literacy, and technology. capital of South Carolina College sponsors the center that I work for. The center used the money Columbia gave them to substantial a program for the teachers to learn the impressiveness of art and how a person can utilize art throughout the day. Parents, sponsoring agencies, topical anesthetic communities, legislative bodies, and the professional communities / teachers are melthand factors on the input and processing stage.Parents whitethorn demand that the students have more free play a nd outdoor play. The sponsoring agencies might implore more outcome data. The local communities may bring the center to stop the students from piece of music on the ground with chalk. The Legislative bodies may require the students to take shorter naps for more utter(a) motor activities. The professional communities may ask for better wages for their degrees. (Bloom, 2005, p. 6) After the inputs of complaints or suggestions the theatre director needs to structure and process how to develop a visualise of action. get feedback from the sources that asked for the throws is essential. After ontogenesis a plan of action the director can deport back and observe if the changes are working(a) or non. This system al smalls the director to process the changes, implement the changes, and revise the changes if needed to prefect the change. The outcome process is very important be source it could any sink or sail a center. If the changes in the program are not supported by staff, an d parents this may mystify a problem that causes low enrollment, and staff turnovers. I am experiencing these problematic issues at the center I work for. intravenous feeding historic period ago the center engage a new director. During the four years she has made lots of changes. She changed classroom teacher aggroups. She closed classrooms that were bringing in the students. She put teachers in infant classrooms when they did not emergency to work with babies. Recently she enforced closed campus tiffin. No one can go out for lunch. You have to order your lunch or bring your lunch from home. She express that it was mandated by the state. She gave all the teachers the head-start licensing standards that stated the teacher child ratio.It said nothing slightly our lunch hour. We also have low enrollment. Parents are complaining about teachers morale and the directors attitude. How you implement change can affect the outcome and cause staff and parents to be disgruntle. As Blo om stated, Problems can arise when directors and boards lack becoming data and bas decisions about outcomes on inference. (Bloom, 2005, p. 16) My director did not collaborate with her environment. She is an autocratic leader. She is a dictator. She does not give anyone an opportunity to be involved with the decision making process.As it stated in the article leaders Styles, autocratic leaders are passing controlling and paternalistic, where leaders have transact power over their staff. Staff and team members have little opportunities to crystalise suggestions, in time if these would be in the teams or the organizations surmount interest. (Tools) If my director managed the center in a People orient/relation oriented approach I believe the center would not be I such a crisis. People oriented/relation oriented approach leaders are totally focused on organizing, supporting, and developing the people on their teams.They treat everyone on the team equally. Theyre friendly and appr oachable. They make up attention to the welfare of everyone in the group, and they make themselves available whenever team members need wait on or advice. (Tools) Directors need to be cognizant of how they lead. A director needs s to know how to coach, mentor and manage the staff. Dictating is not he way to lead. If my director collaborated with the staff, parents, and the connection I believe the outcome would be different. Coaching and mentoring is not telling a person what to do.