JIEMAN - Journal of Islamic Educational Management
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Refining Education Quality: A Note on Principal Leadership
No full textA successful institution requires a strong and capable leader to lead the institution. One of the Principal's primary duties is to improve the quality of education in the institutions he directs. The quality of education is constantly improving, at least to keep up with the times and to maximize the dynamics of people's lives. Improving the quality of education is therefore characterized by improving student learning outcomes. This study focuses on identifying key leadership types and models for improving the quality of education at SMA 04 Ma'arif Perintis Tempurejo Jember. This study aimed to describe the nature and model of school leadership in improving the quality of education. This research uses a qualitative approach. The type of study used is the field study type—data collection techniques through observations, interviews, and documentary studies. Data analysis techniques used descriptive qualitative analysis with Miles and Huberman's interactive descriptive model of data condensation, data presentation, and inference. Data validity using technical and source triangulation. The results of this study show that the most important type of leadership in improving educational quality is the democratic type of leadership, and the second model of principal leadership to improve educational quality is adequate. It Demonstrates the use of leadership models.
Keberhasilan lembaga pendidikan memerlukan seorang pemimpin yang mampu dan tangguh dalam memimpin sebuah lembaga pendidikan. Salah satu tugas utama kepala sekolah adalah meningkatkan mutu pendidikan pada lembaga pendidikan yang dipimpinnya. Mutu pendidikan senantiasa ditingkatkan agar minimal selalu dapat mengikuti perkembangan zaman dan maksimal dapat mewarnai dinamika kehidupan masyarakat. Maka meningkatnya mutu pendidikan ditandai dengan meningkatnya hasil belajar murid. Penelitian ini difokuskan untuk mengungkap bagaimana tipe dan model kepemimpinan kepala sekolah dalam meningkatkan mutu pendidikan di SMA 04 Ma’arif Perintis Tempurejo Jember. Tujuan penelitian ini adalah mendeskripsikan tipe dan model Kepemimpinan Kepala Sekolah Dalam Meningkatkan Mutu Pendidikan. Penelitian ini menggunakan pendekatan kualitatif. Adapun jenis penelitian yang digunakan adalah jenis penelitian field research. Teknik pengumpulan data menggunakan observasi, wawancara dan studi dokumenter. Teknik analisis data menggunakan analisis deskriptif kualitatif dengan model interaktif deskriptif Miles dan Huberman yang terdiri dari kondensasi data, penyajian data dan penarikan kesimpulan. Keabsahan data menggunakan triangulasi teknik dan triangulasi sumber. Hasil penelitian ini menunjukkan bahwa Pertaman tipe kepemimpinan kepala sekolah dalam meningkatkan mutu pendidikan adalah tipe kepemimpinan demokratis dan Kedua Model kepemimpinan kepala sekolah dalam peningkatan mutu pendidikan menggunakan model kepemimpinan yang efektif
Challenges in Development TEVT Leadership in Malaysia
No full textCurrently, Malaysia has 88 Vocational Colleges, which mainly offer programs in the field of Technical and Vocational Education and Training (TVET). It implies that leaders will have various behaviors in leading Vocational Colleges to enhance student learning. Consequently, developing a quality leadership style among Vocational College leaders would be difficult. Thus, this article explores the challenges of developing TVET leadership among Vocational College leaders. A qualitative method was implemented to collect data through face-to-face interviews among six Vocational College leaders. The data were analyzed using thematic analysis methods. The findings of this study reported that the challenges to developing a quality leadership style among Vocational College leaders are as follows: (a) negative attitude of leaders, (b) lack of leadership competence, (c) rapidly changing educational policies, (d) formation of organizational structure less adherence to the TVET's vision, (e) less control over leader behavior, (f) less collaborative among stakeholders and (g) leaders who are less concerned with diversity factors. The findings of this study can make stakeholders, especially policymakers and leaders of Vocational Colleges, aware of the need to identify the cause of an issue for resolution.
Saat ini, Malaysia memiliki 88 Sekolah Kejuruan, yang sebagian besar menawarkan program di bidang Pendidikan dan Pelatihan Teknik dan Kejuruan (TVET). Ini menyiratkan bahwa akan ada keragaman perilaku di antara para pemimpin Sekolah Kejuruan untuk meningkatkan pembelajaran siswa. Dengan demikian akan sulit untuk mengembangkan gaya kepemimpinan yang berkualitas di antara para pemimpin Sekolah Menengah Kejuruan. Oleh karena itu, artikel ini bertujuan untuk mengeksplorasi tantangan dalam mengembangkan kepemimpinan TVET di kalangan pimpinan Sekolah Kejuruan. Metode kualitatif digunakan untuk mengumpulkan data melalui wawancara tatap muka antara enam pimpinan Sekolah Menengah Kejuruan. Analisis data menggunakan metode analisis tematik. Temuan penelitian melaporkan bahwa tantangan untuk mengembangkan kualitas gaya kepemimpinan di kalangan pemimpin Sekolah Kejuruan adalah sebagai berikut: (a) sikap negatif pemimpin, (b) kurangnya kompetensi kepemimpinan, (c) kebijakan pendidikan yang selalu berubah, (d) pembentukan struktur organisasi yang kurang sesuai dengan visi TVET, (e) kurang mengontrol perilaku pemimpin, (f) kurang kolaboratif antar pemangku kepentingan, dan (g) pemimpin kurang peduli dengan faktor keragaman. Temuan penelitian ini diharapkan dapat memberikan kontribusi kepada para pemangku kepentingan, khususnya pengambil kebijakan dan pimpinan Sekolah Kejuruan tentang perlunya mengidentifikasi akar permasalahan kepemimpinan untuk tujuan pemecahannya
Exploring Marketing Strategy for Islamic Boarding Schools in the Minority-Muslim Area of Jembrana Bali
No full textThe focus of this research (1) is to find out the marketing strategy management and (2) to find the supporting and inhibiting factors of the marketing of Firdaus Islamic Boarding Schools in the Muslim-minority area of ??Jembrana Bali. The qualitative research method used a case study approach—data collection by observation, documentation, and interviews. Data analysis consists of data collection, reduction, display, and conclusion drawing. The research results conclude that: (1) The Marketing Strategy of Islamic Boarding Schools is carried out with three aspects: marketing planning, implementation, and evaluation. Planning is carried out before the distribution activities by involving all internal institutions. Marketing implementation is based on seven aspects: product, price, place, promotion, human resources, infrastructure, and service process. Marketing evaluation is carried out monthly, quarterly, and annually. (2) Supporting factors, namely the location of the cottage, which is in a Muslim minority area, making the institution quickly recognized by the public, the location on the outskirts of the city, and the area of ??the cottage, adequate facilities. There is much support from the Balinese Muslim community and the close ties of tolerance with the non-Muslim Balinese community, the flagship program created. The inhibiting factors are significant competition for Islamic boarding schools (pesantren) in Java and Bali. There is still a public perception that the price to enter the pesantren is expensive, and there are no experts in the field of marketing to manage marketing specifically.
Fokus penelitian ini adalah (1) untuk mengetahui manajemen strategi pemasaran dan (2) untuk mengetahui faktor pendukung dan penghambat pemasaran Pondok Pesantren Firdaus di wilayah minoritas Muslim Jembrana Bali. Metode penelitian kualitatif menggunakan pendekatan studi kasus—pengumpulan data melalui observasi, dokumentasi, dan wawancara. Analisis data terdiri dari pengumpulan data, reduksi, display, dan penarikan kesimpulan. Hasil penelitian menyimpulkan bahwa: (1) Strategi Pemasaran Pondok Pesantren dilakukan dengan tiga aspek yaitu perencanaan pemasaran, implementasi, dan evaluasi. Perencanaan dilakukan sebelum kegiatan penyaluran dengan melibatkan seluruh institusi internal. Implementasi pemasaran didasarkan pada tujuh aspek: produk, harga, tempat, promosi, sumber daya manusia, infrastruktur, dan proses layanan. Evaluasi pemasaran dilakukan secara bulanan, triwulanan, dan tahunan. (2) Faktor pendukung yaitu letak pondok yang berada di kawasan minoritas muslim sehingga lembaga cepat dikenal oleh masyarakat, letak di pinggiran kota, dan luas pondok, fasilitas yang memadai. Banyaknya dukungan dari masyarakat muslim Bali dan eratnya ikatan toleransi dengan masyarakat Bali non muslim, program unggulan yang dibuat. Faktor penghambatnya adalah persaingan yang signifikan untuk pesantren di Jawa dan Bali. Masih ada anggapan masyarakat bahwa harga masuk pesantren mahal, dan belum ada ahli di bidang pemasaran untuk mengelola pemasaran secara khusus
Futuristic Leadership’s Profile: A Best Practice of Malaysia’s State Religious Secondary School
No full textLeading and managing change in the field of education in the 21st century is often seen as a complex challenge, not only in terms of the change itself but also the knowledge, skills, and attitude of the principal as a school leader that is expressed in his leadership. This study was conducted to build a profile of the best leadership practices of the National Religious Secondary School principal. Qualitative research using the interview method was used to collect data. The study participants comprised two experts with more than 20 years of experience in the education field and were directly involved in managing the National Religious High School. The study's findings show that the study participants have a practical and effective approach to be applied by school principals. Precisely, the best practice of principal leadership in the context of futuristic leadership consists of professional leadership, collaborative culture in the organization, development of leadership competencies, enrichment of school data, consensus among stakeholders, and acceptance of diversity.
Memimpin dan mengelola perubahan di bidang pendidikan pada abad ke-21 seringkali dipandang sebagai tantangan yang kompleks, tidak hanya dalam hal perubahan itu sendiri tetapi juga pengetahuan, keterampilan, dan sikap kepala sekolah sebagai pemimpin sekolah yang dituangkan dalam karyanya. kepemimpinan. Kajian ini dilakukan untuk membangun profil praktik kepemimpinan terbaik kepala Sekolah Menengah Keagamaan Nasional. Penelitian kualitatif dengan metode wawancara digunakan untuk mengumpulkan data. Peserta penelitian terdiri dari dua orang ahli yang telah berpengalaman lebih dari 20 tahun di bidang pendidikan serta terjun langsung dalam pengelolaan SMA Negeri. Temuan studi menunjukkan bahwa peserta studi memiliki pendekatan yang praktis dan efektif untuk diterapkan oleh kepala sekolah. Secara khusus, praktik terbaik kepemimpinan kepala sekolah dalam konteks kepemimpinan futuristik terdiri dari kepemimpinan profesional, budaya kolaboratif dalam organisasi, pengembangan kompetensi kepemimpinan, pengayaan data sekolah, konsensus antar pemangku kepentingan, dan penerimaan keragaman
Designating the Implication of Administrative-based learning Supervision on Teacher’s Competency Improvement
No full textOne of the efforts to improve the quality of learning is preparation and careful learning planning. Planning is poured in the form of learning administration as the direction and footing of learning carried out by the teacher. Supervision is an act of quality control of the readiness and completeness of teacher learning administration planning as an inherent task of the principal as a supervisor. The purpose of this study is, first, to test whether the administration of teacher learning is in accordance with the standards set by the school. Second, what are the supporting and inhibiting factors in the preparation and planning of learning administration. This study uses two cycles, each cycle consisting of planning, implementation, and reflection. The research was conducted from August to September with 22 teachers as research subjects. Methods of data collection using observation, interviews, and check list of documents. Data analysis uses percentages based on the criteria reference assessment. The results showed that of the 25 components of supervised learning administration, the first cycle scored 81.50, the second cycle scored 89.45, both cycles were in good category. The results per category are still in the good category even though the acquisition value has increased by 7.95. The analysis of the components showed an increase, namely in the first cycle, most of the components were at a very good level (44%), good (0%), sufficient (16%), and less (40%). Cycle II was very good (44%), good (4%), adequate (48%), and poor (4%). This action research can be said to be successful, although there are obstacles and teacher support in planning learning administration. The obstacles are first, the teacher finds it difficult to carry out classroom action research. Second, the teacher is not proficient in operating excel software. Strong will, adequate school facilities, and support from school management are supporting factors for teachers in planning good learning administration.
Salah satu upaya memperbaiki kualitas pembelajaran adalah persiapan dan perencanaan pembelajaran yang matang. Perencanaan dituangkan dalam bentuk administrasi pembelajaran sebagai arah dan pijakan pembelajaran dilakukan guru. Supervisi adalah tindakan quality control kesiapan dan kelengkapan perencanaan administrasi pembelajaran guru sebagai tugas melekat kepala sekolah sebagai supervisor. Tujuan penelitian ini adalah, pertama, apakah administrasi pembelajaran guru sesuai dengan standar yang ditetapkan sekolah. Kedua, apa faktor pendukung dan penghambat dalam penyiapan dan perencanaan administrasi pembelajaran. Penelitian ini menggunakan dua siklus yang setiap siklusnya terdiri dari perencanaan, pelaksanaan, dan refleksi. Penelitian dilakukan mulai Agustus sampai September dengan subyek penelitian sebanyak 22 guru. Metode pengumpulan data menggunakan observasi, wawancara, dan check list dokumen. Analsis data menggunakan persentase berdasarkan penilaian acuan kriteria. Hasil penelitian menunjukkan bahwa dari 25 komponen administrasi pembelajaran disupervisi, siklus I memperoleh nilai 81,50, siklus II nilai 89,45, kedua siklus kategori baik. Hasil perkategorinya masih kategori baik walaupun meningkat perolehan nilainya 7,95. Analisis perkomponennya menunjukkan peningkatan yakni siklus I sebagian besar komponen berada di level sangat baik (44%), baik (0%), cukup (16%), dan kurang (40%). Siklus II di level sangat baik (44%), baik (4%), cukup (48%), dan kurang (4%). Penelitian tindakan ini dapat dikatakan berhasil, meskipun ada kendala dan penunjang guru dalam merencanakan administrasi pembelajaran. Kendalanya adalah pertama, guru merasa kesulitan dalam melaksanakan penelitian tindakan kelas. Kedua, guru belum mahir dalam mengoperasikan software excel. Kemauan keras, fasilitas sekolah yang memadai, dan dukungan dari manajemen sekolah adalah faktor penunjang guru-guru dalam merencanakan administrasi pembelajaran dengan baik
Establishing a Profound Educator Resource Management: Teacher’s Performance Development Standpoint
No full textEducation is one of the factors that affect the quality of a nation. Quality education is obtained from qualified educator resources. In other words, educator resources have a significant role in advancing the nation. This research focuses on how Educator Resource Planning, recruitment and selection, training and development, and performance appraisal improve teacher performance in SMP Islam An-Nur Rambipuji Jember. This study uses a descriptive qualitative approach to the type of case study research. Observation, interviews, and documentation did data collection. The Data were analyzed using an interactive model created by Miles, Huberman, and Saldana. The study produced four findings. First, the school analyzes the teaching load and the needs of teachers. Second, the school creates a recruitment and selection committee. The committee analyzes the position, the committee determines the recruitment source, job information is disseminated through several media, and the selection is carried out through administrative selection and interviews. Third, teachers participate in teacher forums, seminars and workshops, and training held by internal and external institutions. Fourth, principals and staff assess teacher attendance, teacher teaching and learning processes, quality assurance achievements, and additional work given to teachers.
Pendidikan menjadi salah satu faktor yang mempengaruhi kualitas suatu bangsa. Pendidikan yang berkualitas diperoleh dari sumber daya pendidik yang berkualitas. Dengan kata lain, sumber daya pendidik memiliki peran yang signifikan dalam memajukan bangsa. Penelitian ini difokuskan untuk menemukan bagaimana perencanaan sumber daya pendidik, rekrutmen dan seleksi, pelatihan dan pengembangan, serta penilaian kinerja untuk meningkatkan kinerja guru di SMP Islam An-Nur Rambipuji Jember. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan jenis penelitian studi kasus. Pengumpulan data dilakukan dengan observasi, wawancara, dan dokumentasi. Data dianalisis dengan menggunakan model interaktif yang dibuat oleh Miles, Huberman, dan Saldana. Penelitian ini menghasilkan empat temuan. Pertama, sekolah menganalisis beban mengajar dan kebutuhan guru. Kedua, sekolah membuat panitia rekrutmen dan seleksi, panitia melakukan analisis jabatan, panitia menentukan sumber rekrutmen, informasi lowongan kerja disebarkan melalui beberapa media, dan seleksi dilakukan dengan seleksi administrasi dan wawancara. Ketiga, guru mengikuti forum guru, seminar dan lokakarya, dan pelatihan yang diadakan oleh lembaga internal dan eksternal. Keempat, kepala sekolah dan jajarannya menilai kehadiran guru, proses belajar mengajar guru, pencapaian penjaminan mutu, dan pekerjaan tambahan yang diberikan kepada guru
Duties and Responsibilities of the Principal in Madrasa towards Teachers’ Professionalism Development
No full textThe purpose of this study was to describe the role of the principal as a leader and manager in developing teacher professionalism. This research uses a case study approach. Data was obtained by observation, interviews, and document review. Data analysis used interactive analysis consisting of data reduction, data presentation, and conclusions. This research resulted in three findings. First, as the innovator, duties and responsibilities of madrasah principals are enriching insight and related information about madrasa, opening a new madrasa program, restructuring madrasah, conducting reinforcement, developing the professionalism of teachers individually and in teams, managing the physical environment, and performing alternation. Second, as the motivator, duties and responsibilities of madrasa principals are provide a spiritual approach, apply the motto of ki hadjar dewantara motto "ing ngarso sung tulodho, ing madya mangun karso, tut wuri handayani, encourage teachers to improve their educational qualifications, provide rewards, initiate discipline, strengthen the friendship, and improve teacher welfare, provide recreation, pay attention to subordinates' conditions, and resolve conflicts. Third, as the administrator, duties and responsibilities of the madrasa principals are constructing job description and job specifications, constructing job description and job specifications, allocating all of the resources in the madrasa, assigning a capable person to lead a group of people, coordinating the performance of teachers and staff within madrasa, arranging program scheduling in madrasa, collaborating with other parties.
Tujuan penelitian ini adalah untuk mendeskripsikan peran kepala sekolah sebagai pemimpin dan manajer dalam mengembangkan profesionalisme guru. Penelitian ini menggunakan pendekatan studi kasus. Data diperoleh dengan observasi, wawancara, dan telaah dokumen. Analisis data menggunakan analisis interaktif yang terdiri dari reduksi data, penyajian data, dan penarikan kesimpulan. Penelitian ini menghasilkan tiga temuan. Pertama, sebagai inovator, tugas dan tanggung jawab kepala madrasah adalah untuk menambah wawasan dan informasi terkait madrasah, membuka program madrasah baru, restrukturisasi madrasah, melakukan penguatan, mengembangkan profesionalisme guru secara individu maupun tim, dan mengelola lingkungan fisik, melakukan pergantian. Kedua, sebagai motivator, tugas dan tanggung jawab kepala madrasah adalah untuk memberikan pendekatan spiritual, menerapkan semboyan Ki Hadjar Dewantara “Ing ngarso sung tulodho, ing madya mangun karso, tut wuri handayani, mendorong guru untuk meningkatkan kualifikasi pendidikannya, memberikan penghargaan, memprakarsai disiplin, mempererat silaturrahmi, dan meningkatkan kesejahteraan guru, memberikan rekreasi, memperhatikan kondisi bawahan, dan menyelesaikan konflik. Ketiga, sebagai administrator, tugas dan tanggung jawab kepala madrasah adalah membuat deskripsi pekerjaan dan spesifikasi pekerjaan, mengalokasikan semua sumber daya yang ada di madrasah, menugaskan orang yang cakap untuk memimpin sekelompok orang, mengkoordinir kinerja guru dan staf di lingkungan madrasah, menyusun jadwal program di madrasah, dan bekerjasama dengan pihak lain
The Effect of Price and Place on Decision Making to Stay at the Entrepreneurs Student Boarding School Nurul Islam 2 Jember
No full textIt begins with the conflict of marketing of Islamic boarding schools (pesantren) around Jember city. The problem is from the marketing aspect used to customers in settled decision making. This research aims to 1) know how the marketing mix of education services price and place PPME Nuris 2 Jember, 2) to know how decision making settles in PPME Nuris 2 Jember, and 3) to test whether the marketing mix of price (X1) and place (X2) education services has a significant influence on decision making to settle in PPME Nuris 2 Jember. This research uses the quantitative method. So, data analysis uses multiple linear regression analysis using SPSS Version 16. The results showed that 1) The average marketing mix of category services strongly agreed with 49%, 2) decision-making on average category strongly agreed with 46%, dan 3) there is a significant influence of the marketing mix of price and place with the results of the T-test partially priced 0.12 < 0.05 and place 0.000 < 0.05. It means that the two variables have a partial effect, and the F test with a value of F-counting 59,996 > F-table 3.07 means that the two variables have a simultaneous effect on settled decision making.
Studi ini berawal dari konflik pemasaran pesantren di sekitar kota Jember. Permasalahannya adalah dari aspek pemasaran yang digunakan kepada pelanggan dalam pengambilan keputusan yang pasti. Penelitian ini bertujuan: 1) untuk mengetahui bagaimana bauran pemasaran harga dan tempat jasa pendidikan PPME Nuris 2 Jember, 2) untuk mengetahui bagaimana pengambilan keputusan yang terjadi di PPME Nuris 2 Jember, dan 3) untuk menguji apakah bauran pemasaran harga (X1) dan tempat (X2) pelayanan pendidikan memiliki pengaruh yang signifikan terhadap pengambilan keputusan untuk menetap di PPME Nuris 2 Jember. Penelitian ini menggunakan metode kuantitatif. Jadi, analisis data menggunakan analisis regresi linier berganda dengan bantuan SPSS Versi 16. Hasil penelitian menunjukkan bahwa 1) rata-rata bauran pemasaran kategori jasa sangat setuju sebesar 49%, 2) pengambilan keputusan ditetapkan pada kategori rata-rata sangat setuju sebesar 46%, dan 3) terdapat pengaruh yang signifikan bauran pemasaran harga dan tempat dengan hasil uji T secara parsial harga 0,12 < 0,05 dan tempat 0,000 < 0,05 artinya kedua variabel berpengaruh secara parsial, dan uji F dengan nilai F-hitung 59.996 > F-tabel 3,07 artinya kedua variabel berpengaruh secara simultan terhadap pengambilan keputusan menetap
Management of Educational Facilities and Infrastructure for Hygiene and Health Care in the Covid-19 Pandemic Era
No full textFacilities and infrastructure are one of educational means for the implementation of the learning process to achieve educational goals effectively and efficiently. During a pandemic, it is necessary to provide infrastructure for hygiene and health care. This article aims to describe the planning, implementation, and evaluation of educational facilities and infrastructure for hygiene and health care during the Covid-19 pandemic era at SMP Negeri 01 Kencong. This study uses qualitative research methods with the type of narrative research. The results of this study include: 1) the Planning stage for the management of educational facilities and infrastructure for hygiene and health care in the Covid-19 pandemic era was done through needs analysis, projected needs, and socialization of the spread of Covid-19 conducted by MUSPIKA (Subdistrict Leadership Consultation) Kencong; 2) the Implementation of management of educational facilities and infrastructure for hygiene and health care in the era of the Covid-19 pandemic involved some process like procurement, distribution, inventory, maintenance, storage, and elimination of educational facilities and infrastructure for hygiene and health care; 3) the Evaluation of the management of educational facilities and infrastructure for hygiene and health care in the era of the Covid-19 pandemic was done through verbal evaluation and written evaluation.
Sarana dan prasaran merupakan salah satu penunjang terselenggaranya proses pembelajaran untuk mencapai tujuan pedidikan secara efektif dan efisien. Pada masa pandemi, perlu pengadaan sarana prasana di bidang kebersihan dan kesehatan. Tujuan penulisan artikel ini adalah untuk mendeskripsikan perencanaan, pelaksanaan serta evaluasi sarana dan prasarana pendidikan di bidang kebersihan dan kesehatan pada era pandemi Covid-19 di SMP Negeri 01 Kencong. Penelitian ini menggunakan metode penelitian kualitatif dengan jenis penelitian naratif. Adapun hasil dari penelitian ini, di antaranya: 1) Perencanaan manajemen sarana dan prasarana pendidikan di bidang kebersihan dan kesehatan pada era pandemi Covid-19 meliputi analisis kebutuhan, proyeksi kebutuhan serta sosialiasasi penyebaran Covid-19 yang dilakukan oleh Musyawarah Pimpinan Kecamatan Kencong; 2) Pelaksanaan manajemen sarana dan prasarana pendidikan di bidang kebersihan dan kesehatan pada era pandemi Covid-19 meliputi pengadaan, penyaluran, inventarisasi, pemeliharaan, penyimpanan dan penghapusan sarana dan prasarana pendidikan di bidang kebersihan dan kesehatan; 3) Evaluasi manajemen sarana dan prasarana pendidikan di bidang kebersihan dan kesehatan pada era pandemi Covid-19 meliputi evaluasi secara lisan dan tertulis
Defining Management Strategy for the Excellence Class Program during the 2019 Coronavirus Disease Pandemic
No full textThe purpose of this study is to describe and analyze the planning, implementation, and evaluation of the strategies for madrasa principals in the Coronavirus Disease 19 pandemic era in managing the superior class program at MTs Negeri 11 Banyuwangi. This research uses a qualitative approach which is research that produces descriptive data in the form of written or spoken words from people and observable behavior. The results of this study indicate that: focus 1. a). The school conducts a needs analysis. b). Schools set goals according to school targets. c). The school establishes several programs including teachers teaching subjects that are taught in accordance with qualifications and competence in their fields as well as schools preparing teacher training for online learners. focus 2. a). Availability of adequate electronics for teachers and students. b). The learning process through several applications and links to the learning process is given by the teacher. c). The teacher has followed the guidance of technology. focus 3. a). In the form of files via the Whatsapp application and instructions via video calls. b). Attendance system via Whatsapp and fill out Google form. c). Materials and evaluations are uploaded to Youtube and Google Sites. The head of the madrasa is the key that determines the success of the madrasa in achieving its goals. The head of the madrasa is required to always improve the effectiveness of the performance of the staff at the madrasa. The emergence of the Covid-19 Pandemic which has spread throughout the world including Indonesia has had an impact on all sectors. Not being left behind also has implications for the education sector, so it requires changes in systems and policies, even the way students learn is also required to follow established policies. Such as remote management, giving lots of assignments and a more flexible learning system, and so on. The head of the madrasa has a very decisive role in the progress of an educational institution. This is because the madrasa head has a very large role in developing an educational institution. For this reason, one of the ways that can be taken is through improving the quality of education management. The focus of the research is how to plan, implement and evaluate the strategy of the head of the madrasa in the era of the Coronavirus Disease 19 pandemic in managing the superior class program at MTs Negeri 11 Banyuwangi. The purpose of this study is to describe and analyze the planning, implementation, and evaluation of the strategies for madrasa principals in the Coronavirus Disease 19 pandemic era in managing the superior class program at MTs Negeri 11 Banyuwangi. This research uses a qualitative approach which is research that produces descriptive data in the form of written or spoken words from people and observable behavior. The results of this study indicate that: focus 1. a). The school conducts a needs analysis. b). Schools set goals according to school targets. c). The school establishes several programs including teachers teaching subjects that are taught in accordance with qualifications and competence in their fields as well as schools preparing teacher training for online learners. focus 2. a). Availability of adequate electronics for teachers and students. b). The learning process through several applications and links to the learning process is given by the teacher. c). The teacher has followed the guidance of technology. focus 3. a). In the form of files via the Whatsapp application and instructions via video calls. b). Attendance system via Whatsapp and fill out Google form. c). Materials and evaluations are uploaded to Youtube and Google site