Happy ventures preschool: HAPPY VENTURES PRESCHOOL AND INFANT CENTER – 1338 E Santa Clara St, Ventura, CA

Опубликовано: December 31, 2022 в 6:38 pm

Автор: alexxlab

Категории: Miscellaneous

Happy Ventures Pre School – Care.com Ventura, CA Child Care Center

Costimate^™

^$155

per week

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Costimate^™

^$155/week

Ratings

Availability

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Happy Ventures Preschool is a non-profit community outreach of the First United Methodist Church in Ventura, California. It is an early childhood care and education provider that serves children ages 6 weeks to 5 years old. The school provides a nurturing learning environment complemented by highly trained staff that helps in the holistic development of children.

In business since: 1998

Total Employees: 11-50

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Monday :	7:00AM – 6:00PM
Tuesday :	7:00AM – 6:00PM
Wednesday :	7:00AM – 6:00PM
Thursday :	7:00AM – 6:00PM
Friday :	7:00AM – 6:00PM
Saturday :	Closed
Sunday :	Closed

Type

Child Care Center/Day Care Center

Preschool (or Nursery School or Pre-K)

Kindergarten

Costimate^™

^$155/week

At Care. com, we realize
that cost of care is a big consideration for families. That’s
why we are offering an estimate which is based on an average of
known rates charged by similar businesses in the area. For
actual rates, contact the business directly.

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93003

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Happy Ventures Pre-School & Child Care Center 1338 E Santa Clara St, Ventura, CA 93001

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How to make employees happy? ten tools. – articles – International Institute of Management LINK

Employee happiness technologies are a hot topic in business. But, in my opinion, most often it is understood superficially and incorrectly. Allegedly, you need to create an atmosphere of some kindness in the company, often praise employees and avoid criticism, provide them with a free schedule, the opportunity to work from home, introduce gamification and, in general, immerse them in the most comfortable conditions, and then they will be happy, more motivated and earn a lot of money for the company. nine0003

How does the new approach to employee motivation differ in practice? Daniel Pink in Drive: What Really Motivates Us identifies three main distinguishing factors: autonomy, mastery, and purpose. Each of them increases the attitude of employees to work, as to an independently chosen activity.

Work becomes meaningful, that is, the reason for working in a company is not only and not so much a salary for the sake of survival, but also control over one’s own life, professional retraining, professional development, benefiting the company’s customers and society, implementing a personal mission, belonging to an organization that changes the world to the best, and so on. nine0003

In the following, we will consider ten tools of motivation in this context. When used to create a sense of autonomy, mastery, and purpose in employees, the ways to motivate become ways to achieve employee happiness.

1. The inspiring meaning of the company’s work. The mission and values of the company is a standard tool described in management textbooks.

Purpose of the tool: purpose. Each employee will feel part of the whole and understand that he does not just earn a living, but creates something significant. Formation of a sense of pride for the company and for oneself as its employee. nine0003

How to Apply for Employee Happiness: For mission and values to truly evoke a sense of purpose and ownership in employees, they must be born organically. How is that “organic”? Through the actions of company leaders. The classic example here is Zappos , whose impressive history is documented in Delivering Happiness and The Zappos Rules. Another prime example of an inspiring leader known for his actions is Richard Branson . It is actions, not just words, that lead.

2. Development system. Personal plans for employees, including not only business goals, but also personal development goals for everyone. “Operating system” – regular meetings (week, month, quarter, year) to set and evaluate the achievement of goals, personal “1: 1” (head-employee, mentor-employee) and team (department, project, department, the whole team) .

Tool Purpose: Mastery. Employees see that their qualifications are growing along with the complexity of the tasks being solved. nine0003

How to apply for the happiness of employees: Maximum transparency and regularity. It is necessary to create an environment in the team that is most conducive to development. A good example of such an environment, despite the ambiguous attitude towards them, is personal growth trainings or, say, such a project as “Business Youth”.

People are social beings, so they are most often motivated by the example of others. Therefore, goals should be set, monitored and discussed at collective meetings, and preferably also on the Intranet. In the plan of each employee, there should be not only business results, but personal development goals. nine0003

3. Increasing the level of autonomy. This is rather not a specific tool, but a principle applied in management activities, including goal setting. For example, an employee sets goals for himself on his own initiative “from the bottom up”, if he can and wants to.

Be sure to set personal development goals in accordance with the life guidelines of the employee. The manager agrees on the goals chosen by the employee, directs them as part of the company’s strategy. Reporting on the achievement of goals is carried out without micromanagement: the result matters (whether the goal was achieved or not), and the employee determines the process or the way to achieve it. nine0003

Purpose of the instrument: Autonomy. Employees are increasingly in control of their own activities and are less subject to control. The level of responsibility of employees and the labor costs of managers for managerial influences are increasing. And most importantly, employees work more consciously and are more interested in the results.

How to use it for employee happiness: Even though employees set goals for themselves, their leaders need to ensure that optimal stress levels are maintained. Goals should be slightly more difficult than the employee’s current ability level. If everyone achieves all of their goals by 100%, then it is worth increasing the difficulty. nine0003

4. Mentoring. Corporate mentoring is also a traditional tool. What is the difference for employee happiness? Let’s briefly outline the nuances.

Tool Purpose: Mastery. The qualifications and motivation of both the wards and the mentors themselves are increasing.

How to apply for employee happiness: An important principle in coaching – the free choice of each other in a mentor-mentee pair – also applies to corporate mentoring. The teacher is not the one who wants to teach, but the one from whom they want to learn. An additional effect is achieved if mentoring is encouraged not only in terms of work goals and professional competencies, but also in personal development. For example, in company ABBYY each employee can give a master class on their hobby, from cooking to golf.

And, of course, effective mentors need to be singled out and recognized for their achievements in this field.

5. Open communications. Openness within corporate communications is a necessary element in increasing employee happiness. Top management openly shares information about the company’s strategy, its goals, as well as its current tasks, enters into discussions, answers questions directly without prior approval through the PR service. nine0003

Employees have the opportunity to be heard, to contact directly any colleague at any level from any department, bypassing the hierarchy. Corporate social networks, which are gaining popularity in Russia, are an effective tool for such communications.

Purpose of the tool: Autonomy, mastery, purpose. Open communications support all three factors of employee motivation and happiness.

How to apply for the happiness of employees: Of course, the openness of internal communications begins with the openness of top management. True leadership involves openness, when both employees and company management are ready for an open dialogue in which everyone’s opinion is valued, business problems are discussed and solved. Such a dialogue, which is aimed at increasing the effectiveness of the joint activities of people for the sake of something more than just profit (and, as a rule, everything is fine with profitability in such companies). nine0003

6. Selection of new people in accordance with the culture of the company. When hiring new employees, you need to select people not only by qualifications, but also take into account their personal qualities and values, giving preference to those who are most likely to fit into the company’s culture and who have room to grow in it. We talked about our own conscious choice, which is necessary for personal success. So the transition to a new job is the most important moment in order to make such a choice. And we need to help people make the right choice. nine0003

Purpose of the tool: Purpose. Give people exactly the kind of work they will be successful at, and not invite into the company those who could achieve better results elsewhere. That is, again, we shift the focus from the interests of the company to the needs of employees (in this case, future ones), and “miraculously” this works for the interests of the company, we get the same “WIN-WIN” approach.

How to apply for the happiness of employees: Personally, for example, I invite a person to work in our company only if I am sure that for him this will be the best job that he can get now. To attract “your” candidates, it is important to promote your unique corporate culture not only inside the company, but also outside. There is another, yet much less common, but very effective tool – the interactive Welcome Book. On the first day of going to work, a new employee with his help gets acquainted with the rules of work in the company, mission and values, receives instructions on his first steps. At the same time, the Welcome Book is interactive, that is, a beginner goes through it online by filling out built-in questionnaires. First, questions to check the understanding of what is stated in the text, after which he will be able to discuss with the leader everything that remains incomprehensible. Secondly, questions to clarify the position of the employee, how ready he is to follow the rules and share the values of the company. nine0003

7. Dismissal of unsuccessful employees. As one of the management rules says, hire slowly, fire quickly. Although it usually happens exactly the opposite, because when hiring, you need to urgently fill vacancies, and decisions on dismissals are often very difficult for managers.

How to apply for the happiness of employees: There is not much more to say on the topic of dismissal. But for the idea of employee happiness, it is also important to pay attention to the interests of the employee, in this case, the employee being fired. Being an outsider does not bring you any closer to happiness, so dismissal should be considered as an opportunity for a person to find really “his” job, where he can fulfill himself, become successful and happier. And for the remaining employees, “getting rid of” an employee unsuitable for this job (specifically for this, and not “unsuitable” in general) creates a sense of a fair assessment of the contribution of each to the common cause and the opportunity to cooperate more effectively with a new, more suitable colleague and achieve success together. nine0003

8. Corporate crowdsourcing. The most common form of crowdsourcing in Russian companies is collecting ideas from employees. Many companies collect ideas, but not many do it really effectively. Although crowdsourcing, by definition, should unite and involve people (“crowdsourcing” in translation means “using the resources of the crowd”).

Purpose of the tool: Mastery, autonomy. Employees can express themselves beyond their job responsibilities and change the company for the better. nine0003

How to apply for the happiness of employees: First, like any other project in a company, a crowdsourcing project must have its own leader, who will establish the process of considering and implementing ideas, backed up by the managerial will of top management. And, secondly, employee engagement is achieved through open communications and quick feedback on ideas. In our practice, this is achieved with the help of a corporate social network: it is it that allows you to involve the maximum number of participants. It is also necessary to mark the authors and implementers of ideas there. nine0003

9. Strengthening personal ties between employees. Create more opportunities for employees to learn more about each other not only from a professional side, but also from a personal side – hobbies, families, children, sports, study, recreation and more.

Purpose of the tool: Purpose. Bringing employees together and increasing the level of trust between people in the company. It so happened in the process of evolution that we trust more those whom we know better personally. Going to a big goal is a good motivation, and even better is to go to it together with good people. nine0003

How to apply for employee happiness: There are a lot of ways, and they are also widely known to all HR specialists. It has become especially easy to do this with the help of social Intranets and corporate social networks. Perhaps I will give just one example from the practice of Zappos. They are so concerned about this issue that they measure the level of horizontal connections between employees. When entering a work computer, each employee sees a randomly selected photo of one of his colleagues and notes how close he is to this colleague (options: I don’t know him, I just know the name, we meet at the office, sometimes we have lunch together, we are family friends). And if the level of ties falls, then the company intensifies measures to strengthen them. nine0003

10. A culture of recognition. This is simple and well-known in HR circles under the term “positive feedback”. Regularly thank colleagues for success at work, celebrate any achievement, personally celebrate the contribution of each.

Purpose of the tool: Mastery, purpose. The task of an HR specialist is to teach and motivate everyone in the company to thank colleagues regularly.

How to apply for employee happiness: In terms of employee happiness, it is important that not only managers praise their subordinates, but employees themselves praise each other as often as possible, including their supervisors. Badges in corporate social networks work well in this capacity, especially if they are tied to the unique values of the corporate culture of a particular company. nine0003

Happiness is not a mountain top

It is extremely difficult, and not necessary, to evaluate a person (both himself and any employee of the company) on the basis of whether he is happy or not. It is more correct to talk not about achieving happiness, but about increasing the level of happiness. And you can increase it gradually, starting to use not all the tools at once, but as they are adopted in the company. The main thing is to start treating employees not as a means to achieve one’s goals or as an object of exploitation, but as equal partners on a par with customers, suppliers, shareholders, for whom the company works. nine0003

Yuri Fedoseev , employee happiness technology expert, founder and CEO of DaOffice

Source: http://www.e-xecutive.ru/

Why all happy companies are successful in the same way, but unhappy companies are different

Alexander Fridman (pictured) – consultant and business coach, managing partner of the consulting company Amadeus Group, Latvia – spoke about the features of Russian management, a single textbook on management and the continuity of generations.

Alexander Ryaboshapka: You have been advising companies for 27 years, can you name one common problem for everyone? Or do all “diseases” are different?

Alexander Fridman: If you name one common problem, it is an unprofessional approach. Namely, the owner of the company does not know how or cannot create a system that clearly describes the materiel and approaches to management. The reasons for this can be very different, and this is not necessarily his “evil will”. Maybe he did not find suitable methods, because management is a conceptual discipline, and there is no unified theory. nine0003

One way or another, the head of the company, the owner, does not have a clear understanding of what the materiel of the corporate governance system looks like. Accordingly, this materiel is not formalized in any way, and the company lacks a system. And, as the immortal Bulat Okudzhava sang, “Everyone writes as he hears.” This creates discord and conflicts, because even if the company has a unified view of the problems that the company is experiencing, then due to the lack of a unified view of the corporate governance system, there is no understanding of the causes of the problems. nine0003

And if so, then even with a single look at the problems themselves, with a scatter of views on the causes, people offer a variety of forms of “treatment”. And even if the owner insists on some form of his own, an integrated approach, this approach is sabotaged by those who do not agree with it. This is probably the main problem. And what it leads to is really a very individual thing.

To paraphrase Tolstoy a bit about happy and unhappy families, I would say this: “All happy companies are successful and happy in the same way, because they have built their own system. Maybe this system is different, but it works. And everyone is unhappy in different ways, because they have not found their own system and are fighting that there is no single idea about the corporate governance system.” nine0003

A.R.: Have your approaches to management changed over the entire period of practice? What did you give up that stopped working ?

AF: For 27 years, approaches have changed, mainly due to the fact that, firstly, I get practice, and it often complements my ideas about beauty. Secondly, because I continue to develop myself, using various sources of information for this. Therefore, something is supplemented, something dies.

Not that anything has stopped working. For example, earlier I singled out motivation as a separate competence as a manager’s tool. There is no single list of competencies in the world. Even 10 years ago, I considered the ability to motivate as a separate competence. Then I abandoned this point of view and now there is no motivation in my list of competencies.

I believe that motivation as a need for the right attitude to work is the result of a manager’s professional management. And professional management is carried out just by a set of competencies. And now I don’t single out any competence to motivate. This is my point of view. Of course, there may be others. But since management is a conceptual discipline (I repeat), no one is forbidden to build their own set of competencies and consider it legitimate. nine0003

A. R.: What is the hardest part of being a business consultant?

A. F.: I will transform this question into “What is the most difficult thing for me in the work of a business consultant”.

In the process of implementing the proposed transformations, you need to “fight” with the customer. Yes, I understand that a consultant must be able to sell his ideas. I know all this, I can, if necessary, tell you what the consultant should do. But the question is not what revolts him or what he does not know how to do. The question is what is the most difficult. nine0003

For me, the most difficult thing is to fight with the customer, because he seems to be ordering certain changes, proposals. But since these proposals and changes somewhat contradict, one way or another, his approaches, the customer has to shorten himself somewhere, change. And he strives, like a naughty boy, to eat something illegal or smoke a cigarette behind the back of his parents. So is the customer.

If the first person of the company – the owner – is not an example for others to follow the proposed transformation plan, then the rest also believe that they have every right not to follow something. Ultimately, transformation is in jeopardy. nine0003

I know how to reduce the likelihood of resistance and persuade, but for me it is difficult because I do not like it. Because you have to “fight” with adults to one degree or another.

The difficulty for me is that I don’t like this part of the work, but I know that I can’t get anywhere without it.

AR: What companies and business people would you not help, no matter what fee they offered?

A.F.: You know, I have never encountered such situations. It happens that I refuse to work with the company, but we do not converge somewhere at the negotiation stage. But the situation when, I mean some kind of valuable story … Because of this, I did not have to refuse, I did not come across such companies. nine0003

If we have any differences in values, this leads to no agreement. There are people with a high level of cunning (I will put it so neatly). They strive to frame the matter like this: “First you work, and then we’ll see and maybe we’ll pay you.” Then we usually don’t get along.

There is a discussion on this topic, for example, “Should a consultant be prepared to be paid based on performance?”. And there are a lot of such “hypomets” who shout that if a consultant refuses to receive payment for results, then he is not confident in his methods. nine0003

Just in case. My point of view. To agree to receive a share of the performance fee, I need to have the authority to influence the outcome. The idea is clear, right? That is, to own some kind of architectural supervision with certain powers. Because the result depends not only on my transformation plan, but also on how it will be implemented.

At the same time, I agree to projects where I am assigned to supervise implementations. I always ask myself for certain powers, because otherwise it will be a peacekeeping mission that runs along the tank column. That is, I was “tied” to the result, they didn’t give me influence, but they gave me the right to “ring the bell”. This is the situation “And Vaska listens, but eats.” And to agree in such a situation to receive money “according to the result”, from my point of view, is unreasonable. nine0003

Therefore, you can work on the result, but some of the money still needs to be paid before. At a minimum, because the company may, for unknown reasons, refuse to implement it. And then what should I do? Forced to court? Here is my point of view.

AR: Have you thought about raising a successor to your approach to management?

A.F.: NO. So far, I have not had such a task. I didn’t want to open a counseling school. Anyone who wants can come to my seminars, learn and broadcast anywhere. But so far I have not set myself the task of educating myself some kind of change. nine0003

A.R.: Does the approach to management have specific features for different generations, different genders?

AF: You know, for me, management is something akin to the art of cooking. There are basic techniques for processing products. For example, frying, boiling, stewing. And there are many nuances that are associated with the nature of the frying surface, the season, the people for whom the chef cooks. And even the material and thickness of the metal pans.

The same, in my opinion, management. There are basic principles and there is the ability to combine these principles depending on the specifics of the situation. The specificity can be related to generations, genders, and even within the sex with brunettes and blondes. Do you understand? nine0003

For example, they ask – is there any difference whether you manage a man or a woman? Undoubtedly, there is a difference: a man or a woman, and it also matters whether a woman is 20 years old or 50. It matters whether she is married or not, whether she has children or not. But there are basic approaches to management and there is experience and common sense that allow you to adjust the basic approaches to the situation.

There is a term “situational approach” – when the leader uses the basic principles and combines them depending on the situation. But at the same time, I would say that there are certain limits in fitting and adjusting to the specifics. This is what I call the cost-effectiveness of management: that is, everyone can be managed, but not everyone needs to be. Because on the one hand, you need to use an individual approach. But excessive individualization of approaches increases the cost of management. And it is desirable that this cost eventually pay off at least in the form of some positive dynamics. And, of course, there is a specificity. Exactly the same as there is a specificity to fry meat in an aluminum pan or in a cast iron pan. In principle, there is the frying process and there is the process of the cook’s ability to take into account the characteristics of the processes depending on the quality of the meat, the frying surface and the frying pan. nine0003

But it’s hard to imagine that a musician was taught like this: “Playing the cello for women.” He must be taught to play the cello. And already the musician can choose which repertoire is appropriate for women and which for men, and in which country or for which generations this repertoire is appropriate.

A.R.: Is following your methods important to you? How much do you monitor their implementation?

A.F.: Support for the implementation of methods is a paid service. If the company wants and the company considers it right for me to accompany the methods, then I will be happy to monitor this, promote and help. If my customer prefers to receive a set of consultations and implements himself (and this is his right), or wants to be trained and implement himself, or train the management team and implement himself, then this is his copyright. I consider it tactless to impose on him an additional service “in one bottle. ” nine0003

I have the “training” service, and I have the “support to the implementation stage” service. I don’t sell “Complex Lunch”. For me, of course, this is important. I want people to implement, get results, I want to receive feedback. But I have neither the desire nor the need to track for free.

I, of course, accept feedback with pleasure. But I simply don’t have a resource to monitor everyone who has been trained, and I don’t consider it appropriate to start a free resource to track, again, for free. I love my job very much. But I earn money and have not yet moved into the status of an ascetic who broadcasts everything because of the love of art. nine0003

А.Р.: What is the main thing that Russian management opposes, and is there anything that categorically refuses to implement or change?

A.F.: I would like to quote Ilya Ehrenburg “It is easy to talk about the climate of the Netherlands and it is difficult to talk about the climate of Russia. There are big countries, there are big people.”

As far as I know, sociologists in Russia are in places of priority residence of Russian nationality (if I formulate correctly, I beg your pardon, in some moments I am a foreigner – I lived all my life in Latvia, and was born in Odessa. So now I am a foreigner). nine0003

So, sociologists single out six areas with a predominantly Russian population with a completely different mentality. Therefore, as far as I know, there is no single Russian mentality. For example, the Ural, Volga, Far Eastern regions have their own characteristics.

In exactly the same way, Russian management has something in common, but this is too generalized to single it out somehow. You can talk about mentality, about culture, but it seems to me that resistance and acceptance depend much more on the personality of the owner than on the country. I have seen exactly the same “blunders” in Russia, and in Kazakhstan, and in Ukraine, and in Belarus, and in countries with non-Slavic populations. Also in Germany, in the Czech Republic, in German and Belgian companies. I have some experience with them and the errors are the same and they depend more on the people than the mentality. nine0003

If we highlight one thing that is characteristic of the post-Soviet space (not Russia), then this is the idea of being with employees within the framework of a single culture and, in this regard, being a vivid example and model for them, and also doing what they wanted would be from subordinates, sometimes managers perceive it as a loss of status. Somehow there is either swagger, or nobility.

But again, it depends on the inner culture of a person, and on his upbringing, and on many other things. But, nevertheless, this is characteristic of the post-Soviet space to some extent. So it seems to me. Naturally, I’m not saying it’s the same for everyone. I called what to me personally (private opinion) seems to be a characteristic feature. nine0003

A.R.: A single textbook on management as a “single textbook on history”: do you think it is possible?

AF: You know, it seems to me that a single history textbook is impossible.