Study On The Management Of Private To Public Kindergarten In L District Of Shenzhen City

In the process of completing the "5080" plan for basic universal preschool education,Shenzhen assisted a large number of private kindergartens to transform into public kindergartens operated and managed by second-level public institutions.As a part of the education system,"private to public" kindergartens play an important role in alleviating the contradiction of educational demands and promoting the balanced development of education,and have the obligation and responsibility to provide public education services.In order to popularize high-quality preschool education,the development of preschool education is bound to change from quantity growth to quality improvement,and the management level of "private to public" kindergartens has a direct impact on it.Based on this,this study mainly adopts the case study method and the questionnaire survey method to take the managers and teachers of the "private to public" kindergartens in District L of Shenzhen as the research object,supplemented by targeted interviews as the supplement and improvement of the case data,and analyzes the current situation of the management problems of the public kindergartens in transformation and puts forward suggestions for optimization.It is found that the team of the public kindergarten in the transformation is satisfied with the nature of work and welfare benefits after the transformation,but there are the following problems: The low efficiency of organization execution is manifested in the unreasonable division of labor and the inadequate assessment mechanism,the imperfect training mechanism is manifested in the poor personnel training and assessment and evaluation mechanism,and the problem of cultural construction is manifested in the prominent formalism and obvious job burnout.According to the analysis of the information collected and sorted out,the reasons for the existing problems in the management of "private to public" kindergartens are as follows: the support of the superior department is limited,such as the imbalance of resources,the level of principals is different;The park’s own management system is not mature,such as neglect of construction management culture,closed organizational atmosphere and lack of effective feedback mechanism;The influence of management quality,such as old-fashioned management concept,slow learning and updating,and poor communication ability.Due to the lack of effective incentive measures to mobilize enthusiasm,the kindergarten teachers of the "private to public" transition show growth obstacles in adapting to the work pressure and professional requirements after the kindergarten transition.According to the research problems and reasons analysis,the researcher trys to propose feasible strategies to improve the management level of "private to public" kindergartens.First of all,it is necessary to strengthen the support of the supervision force of the education administrative department,improve the quality of the team of principals,and protect the vital interests of the employees of the transformed public parks through legislation.Moreover,the transformation of public parks needs to pay attention to improving their own internal management system,pay attention to creating an open and inclusive park culture and organizational atmosphere,make good use of the incentive mechanism to stimulate teachers’ working motivation and innovation,and implement the evaluation and feedback system to help the park’s human culture management.It is more important to improve the leadership of principals.Principals of public kindergartens should take the initiative to improve the comprehensive quality of knowledge and ability,make good use of the strategy of reflection and recovery to obtain more mature management experience,achieve the unity of management ability and leadership,and accept the competition of young people with an inclusive attitude."Private to public" kindergartens play an increasingly important role in the development of preschool education in Shenzhen.Focusing on and studying the management of kindergartens in transition is the innovation point of this paper.