1,721,018 research outputs found
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Full text linkWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
Penyuluhan tentang pernikahan usia dini di Desa Argosari Kecamatan Jabung Kabupaten Malang
No full textBased on the Indonesian Health Demographic Survey 2017 published in 2018, 36 of 1,000 women give birth in their teens or 15-19 years. While the birth rate by age or Age Specific Fertility Rate (ASFR) in young women aged 15-19 years in Indonesia is still relatively high compared to other countries in ASEAN, although it has dropped from 46 to 36 of 1,000 women. The high rate of ASFR indicates early marriage, and free sex or premarital sex among adolescents is still high. In a number of areas unmarried women at the age of 15 are considered unsold and spinsters, one of which occurs in the Argosari village, Jabung - Malang. The purpose of being given counseling related to the marriage of young age is expected to prevent students from having free sex and early marriage. In addition, parents are expected to motivate their children to achieve dreams and reach a bright futur
Model kepemimpinan kolektif Kiai di Pondok Pesantren Tebuireng dan Pondok Pesantren Bahrul Ulum Tambakberas Jombang
No full textABSTRAK
Kepemimpinan selalu menjadi faktor penting pada lembaga pendidikan, khususnya Pondok Pesantren. Umumnya pondok pesantren menerapkan kepemimpinan Kiai yang kharismatik, demokratis atau bahkan kepemimpinan tunggal. Namun, dewasa ini kepemimpinan tunggal mulai bergeser karena dirasa kurang relevan dengan perkembangan zaman, sehingga kepemimpinan kolektif menjadi alternatif yang kemudian diimplementasikan oleh PP Tebuireng dan PPBU Tambakberas Jombang.
Penelitian ini memfokuskan pada model kepemimpinan kolektif kiai yang dilihat dari 3 aspek, yaitu: (1) model kepemimpinan kolektif kiai dalam proses pengambilan keputusan (decision making); (2) model kepemimpinan kolektif kiai dalam proses membangun kerja sama tim (team building); (3) model kepemimpinan kolektif kiai dalam proses membangun komunikasi organisasi (organizational communication building).
Penelitian ini menggunakan pendekatan kualitatif dengan jenis penelitian studi kasus, dan rancangan studi multisitus. Teknik pengumpulan data melalui observasi, wawancara, dan studi dokumentasi. Kemudian data yang diperoleh akan di analisis dengan model analisis interaktif-nya Miles, Huberman dan Saldana, yaitu: kondensasi data, penyajian data, dan penarikan kesimpulan. Selanjutnya dilakukanan analisis data dengan analisis situs tunggal dan lintas situs, terakhir dilakukan pengecekan keabsahan data yang dilakukan melalui uji kredibilitas, transferabilitas, dependabilitas dan konfirmabilitas.
Adapun hasil analisis data penelitian dapat ditemukan beberapa hal sebagai berikut: (1) Berdasarkan perspektif proses pengambilan Keputusan, maka model kepemimpinan kolektif kiai di PP Tebuireng adalah kolektif-sentralistik, sedangkan model kepemimpinan kolektif kiai di PPBU Tambakberas adalah kolektif-desentralistik; (2) Berdasarkan perspektif proses team building, model kepemimpinan kolektif kiai di PP Tebuireng adalah kolektif-partisipatif, sedangkan model kepemimpinan kolektif kiai di PPBU Tambakberas adalah kolektif-delegatif; dan (3) Model kepemimpinan kolektif kiai dalam proses membangun komunikasi organisasi di PP Tebuireng dan PPBU Tambakberas Jombang sama-sama menerapkan strategi komunikasi dua arah (two-ways communication). Namun ada perbedaan pola komunikasi, jika Gus Sholah menerapkan pola komunikasi roda sebagai implikasi dari model kepemimpinan kolektif-sentralistik, sedangkan Gus Hasib menerapkan pola komunikasi rantai sebagai implikasi dari model kepemimpinan kolektif-desentralistik. Dari ketiga hasil temuan tersebut maka dapat peneliti simpulkan sebagai Model Kepemimpinan Kolektif-Transformatif Kiai di Pondok Pesantren.
ABSTRACT
Leadership always plays an important role in educational institutions, particularly Pondok Pesantren (Islamic Boarding School). Pondok Pesantren often implements charismatic, democratic, or even one-leader governance of Kiai (Pesantren leader). However, nowadays, single leadership is considered irrelevant to the current development. Therefore, collective leadership becomes an alternative to implement by PP Tebuireng and PPBU Tambakberas Jombang.
The research focuses on Kiai’s collective leadership model based on three aspects: (1) in the decision-making process, (2) in the team building process, and (3) in the organizational communication-building process.
The research employed a qualitative approach, case study, and multiple-site design. The data collection techniques included observation, interviews, and documentation. The data were analyzed using the interactive analysis model of Miles, Huberman, and Saldana involving data condensation, data display, and conclusion drawing. The data analysis consisted of single-site and cross-site analysis. The researcher used credibility, transferability, dependability, and conformability tests to check the data validity.
The research data analysis shows that: (1) Based on the decision-making process perspective, the kiai’s collective leadership model in PP Tebuireng and PPBU Tambakberas is collective-centralistic and collective-decentralized, respectively; (2) Based on team-building process perspective, the kiai’s collective leadership model in PP Tebuireng and PPBU Tambakberas is collective-participative and collective-delegative; and (3) Based on the organizational communication building process, both pesantren implement two-way communication. However, they have communication pattern differences. Gus Sholah implements the wheel communication pattern as an implication of the collective-centralistic leadership model. On the other hand, Gus Hasib implements the chain communication pattern as an implication of the collective-decentralized leadership model. The researcher introduces the conclusion from the three findings as Kiai’s Collective-Transformative leadership model in Pondok Pesantren.
مستخلص البحث
لطالما كانت القيادة عاملا مهما في المؤسسات التعليمية، وخاصة المعاهد الإسلامية. بشكل عام، تطبق المعاهد الإسلامية قيادة الشيوخ السخرية أو الديمقراطية أو حتى الفردية. ومع ذلك، بدأت القيادة الفردية اليوم في التحول لأنها تعتبر أقل صلة بالعصر، لذلك تصبح القيادة الجماعية بديلا يتم تنفيذه بعد ذلك من قبل معهد تيبويرينغ جومبانج و معهد بحر العلوم تامباكبيراس جومبانج. ركز هذا البحث على سلوك القيادة الجماعية عند الشيوخ من ثلاثة جوانب، وفقا لمحور البحث، وهي: (1) نموذج القيادة الجماعية عند الشيوخ في عملية صنع القرار (decision making)؛ (2) نموذج القيادة الجماعية عند الشيوخ في عملية بناء العمل الجماعي (team building)؛ (3) نموذج القيادة الجماعية عند الشيوخ في عملية بناء الاتصال التنظيمي (organizational communication building).
استخدم هذا البحث منهج البحث النوعي بنوع دراسة الحالة مع تصميم دراسة متعدد المواقع. وفي الوقت نفسه، يتم الحصول على البيانات ذات الصلة عن طريق الملاحظة والمقابلة والوثائق. ثم سيتم تحليل البيانات التي تم الحصول عليها باستخدام نموذج التحليل التفاعلي لمايلز وهوبرمان وسالدانا، وهي: تحديد البيانات، وعرضها، والاستنتاج منها. علاوة على ذلك، يتم إجراء تحليل البيانات من خلال تحليل موقع واحد وعبر المواقع. أخيرا، يتم التحقق من صحة البيانات من خلال اختبار المصداقية والتنقلية والاعتمادية والتأكيدية.
يمكن العثور على نتائج تحليل بيانات البحث عدة أشياء على النحو التالي: (1) استنادا إلى منظور عملية صنع القرار، فإن نموذج القيادة الجماعية عند الشيوخ في معهد تيبويرينغ هو نموذج جماعي-مركزي، في حين أن نموذج القيادة الجماعية عند الشيوخ في معهد بحر العلوم تامباكبيراس هو جماعي-لامركزي؛ (2) استنادا إلى منظور عملية بناء العمل الجماعي، فإن نموذج القيادة الجماعية عند الشيوخ في معهد تيبويرينغ هو نموذج جماعي-تشاركي، في حين أن نموذج القيادة الجماعية عند الشيوخ في معهد بحر العلوم تامباكبيراس هو جماعي-ابتعاثي؛ و (3) نموذج القيادة الجماعية عند الشيوخ في عملية بناء الاتصال التنظيمي في معهد تيبويرينغ و معهد بحر العلوم تامباكبيراس، كلاهما يطبقا استراتيجية اتصال ثنائية الاتجاه. ومع ذلك، هناك اختلافات في أنماط الاتصال، إذا طبق الشيخ صلاح نمط اتصال العجلة كأثر لنموذج القيادة الجماعية المركزية، بينما طبق الشيخ حسيب نمط الاتصال المتسلسل كأثر لنموذج القيادة الجماعية اللامركزية. من هذه النتائج الثلاثة، يمكن للباحثة أن تستنتج كنموذج للقيادة الجماعية-التحويلية عند الشيوخ في المعاهد الإسلامية
Penyuluhan tentang pernikahan usia dini di Desa Argosari Kecamatan Jabung Kabupaten Malang
No full textBased on the Indonesian Health Demographic Survey 2017 published in 2018, 36 of 1,000 women give birth in their teens or 15-19 years. While the birth rate by age or Age Specific Fertility Rate (ASFR) in young women aged 15-19 years in Indonesia is still relatively high compared to other countries in ASEAN, although it has dropped from 46 to 36 of 1,000 women. The high rate of ASFR indicates early marriage, and free sex or premarital sex among adolescents is still high. In a number of areas unmarried women at the age of 15 are considered unsold and spinsters, one of which occurs in the Argosari village, Jabung - Malang. The purpose of being given counseling related to the marriage of young age is expected to prevent students from having free sex and early marriage. In addition, parents are expected to motivate their children to achieve dreams and reach a bright futur
Pesantren modern ala Gus Mad
No full text"Al-Rifa’ie tidak kemana-mana, tapi ada dimana-mana", jargon khas Almaghfurlah Romo KH. Achmad Zamachsyari atau yang biasa disapa dengan panggilan Gus Mad, berawal dari meneruskan kepemimpinan ayah beliau, KH. Rifa’ie, di Pondok Pesantren Al-Fattah Singosari Malang yang merupakan salah satu pondok pesantren salafiyah (yang sampai saat ini tetap menjaga nilai-nilai ke-salafiyahannya), munculah keinginan untuk melakukan perubahan sistem pendidikan pesantren yang tradisional menjadi modern.
Sejatinya, Gus Mad tidak hanya ingin mendirikan pesantren modern saja, tetapi juga ingin membangun sebuah peradaban dengan merubah mental masyarakat setempat dari keterbelakangan dan jauh dari nilai-nilai ke-Islaman (meski pada saat itu banyak orang yang tidak yakin pondok pesantren modern yang didirikan akan memiliki banyak santri). Konsep pesantren modern ala Gus Mad bukanlah karena adanya ilmu pengetahuan umum yang diajarkan di pondok pesantren, namun lebih pada sistem pembelajaran dan bangunan fisik yang dimodernisasi
Kepemimpinan berbasis transformasi: Mewujudkan pendidikan yang inovatif
No full textPendidikan adalah salah satu pilar utama dalam membangun peradaban yang maju dan berkelanjutan. Dalam dunia yang terus berkembang ini, tantangan di bidang pendidikan semakin kompleks dan dinamis. Untuk itu, diperlukan kepemimpinan yang tidak hanya mengandalkan metode tradisional, tetapi juga mampu beradaptasi dengan perubahan dan inovasi. Salah satu pendekatan kepemimpinan yang dapat menjadi solusi adalah Kepemimpinan Berbasis Transformasi.
Kepemimpinan berbasis transformasi adalah suatu model kepemimpinan yang berfokus pada perubahan positif, memberdayakan individu, serta mendorong kolaborasi dan kreativitas dalam mencapai tujuan bersama. Dalam konteks pendidikan, kepemimpinan transformasional berperan penting dalam mewujudkan pendidikan yang tidak hanya efektif, tetapi juga inovatif dan relevan dengan tuntutan zaman
Strategic management of Islamic educational institutions in the new normal era
Full text linkToday the educational environment is experiencing a very competitive development where it requires educational institutions, especially Islamic education institutions to build more excellence and update the roadmap in a sustainable manner, take strategic steps and mobilize the capabilities and commitment of all organizational members in realizing the future of Islamic educational institutions. Currently the world of education is preparing to enter a new normal era, school management and learning activities will definitely change. There is new management, new habits, new learning interactions that will mark a new normal era in the world of education. Therefore, Islamic education institutions must develop new strategy management so that they can survive and compete in the current New Normal era. This study uses a qualitative approach with literature study methods. From the results of the author's analysis, it can be concluded that: (1) Islamic education institutions in the current New Normal era is to review the vision and mission to be achieved; (2) The second is to identify the resources that need to be owned and procured; and (3) The third strategy is the creative and innovative execution of change steps through collaboration with various partnerships or other external parties who care about education
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