4- BUS 210 Journal
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Jun 23, 2024
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Madison McCliment
2 June 2024
BUS-210 4- Journal
As a lead preschool teacher at the Primrose School in Georgia, I've witnessed significant shifts in the school's culture over my four-year tenure. It's a common challenge for childcare facilities to retain staff, and our school has been no exception, with an exceptionally high turnover rate. In the past year, we experienced a change in ownership, which significantly impacted the departure of nearly ten teachers within just two months.
During my time at school, I often felt like an outsider. The close relationship between the management and several teachers created a barrier, making raising concerns about other teachers difficult. This was particularly challenging when I addressed a specific teacher's frequent hallway
roaming and constant phone use in the back office. The owner, close to the teacher in question, portrayed me as a bully, which deeply affected me and made me question my character. The favoritism throughout the school made other teachers feel undervalued and affected day-to-day matters, such as having to wait for 'potty breaks' because the front office was 'busy' socializing with our favorite teachers. I worked as a teacher at a Primrose School, where the mission statement emphasized "forging a path that leads to a brighter future for all children." However, the environment at the school was challenging because some teachers were favored over others, leading to feelings of deception and disrespect. Many of us felt hesitant to approach the management with concerns about the children in our classrooms, fearing that we would be met
with shouting or made to feel inadequate. This lack of support made it difficult to address classroom behavioral issues effectively. Despite the school's vision to "Deliver the best and most trusted education and care for children and families across America," the reality of the situation fell short of this ideal. It has been almost two months since the new changes were implemented. In my first two years at Primrose Schools, the atmosphere in my classroom was heavily influenced by the overall management culture. I often felt unsupported and lacked confidence in their ability to support me in case of any issues. However, with new owners and management now at the helm, the overall culture has seen a noticeable shift. The new owners have brought in a completely different vibe. As a result, the teachers who used to receive preferential treatment have left, leading to a more equitable environment for everyone. Establishing a transparent company culture is crucial, dramatically impacting how employees perceive the company. It has been nearly two months since the implementation of the new changes, and the impact on the school culture has been remarkable. Previously, there used to be frequent yelling between teachers and management, creating a tense and negative environment. However, with the changes in place, there has been a noticeable shift. Communication between teachers and management has improved, creating a more positive and harmonious atmosphere.
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At the end of November, Ms. Linda conducted and used Graphic Rating Scale in evaluating her subordinates. Karen Valdez got “Satisfactory Rating”, that made Karen wondered why she was rated that way. Ms. Linda claimed that all she knew was to handle customer complaints, selling and some administrative tasks. However, in Karen’s defence, she mentioned that Ms. Linda Lindo didn’t inform…
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