Upaya Guru dan Kepala Madrasah dalam Meningkatkan Daya Saing Madrasah

Umayah, Siti

doi:10.18326/mdr.v7i2.756

Cited by 6 publications

(6 citation statements)

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“…Dalam merumuskan strategi atau kiat-kiat peningkatan mutu Lembaga Pendidikan, Yahya Umar sebagaimana dikutip oleh Umayah, mengibaratkan Lembaga Pendidikan sebagai mesin, maka ada tiga hal yang selayaknya dilakukan oleh para perumus strategi, yaitu menyehatkan mesin, mengurangi beban dan merubah beban menjadi energi. Pertama, menyehatkan mesin (Umayah 2015). Lembaga Pendidikan yang sehat adalah yang memiliki budaya organisasi yang positif dan proses organisasi yang efektif.…”

Section: Pendahuluanunclassified

Optimalisasi Sumber Daya Manusia Dalam Peningkatan Mutu Lembaga Pendidikan

Indri

Utomo

2022

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This paper aims to identify the development of the quality of Human Resources in improving the quality of educational institutions. The results of the study indicate that efforts to guarantee and improve the quality of education, especially human resources, are difficult to separate from quality management, where all management functions carried out are directed as much as possible to provide services that meet or exceed national education standards. In this regard, efforts are needed to control quality through optimization as illustrated by a good and systematic Standard Operating Procedure (SOP), and supported by an organizational culture that continues to evolve towards improvement. Keywords: Human Resources, Quality of Educational Institutions Tulisan ini bertujuan untuk mengidentifikasi pengembangan kualitas Sumber Daya Manusia dalam peningkatan mutu lembaga pendidikan. Hasil penelitian menunjukkan bahwa upaya penjaminan dan peningkatan mutu pendidikan, khususnya sumber daya manusia sulit dilepaskan keterkaitannya dengan manajemen mutu, dimana semua fungsi manajemen yang dijalankan diarahkan semaksimal mungkin dapat memberikan layanan yang sesuai dengan atau melebihi standar nasional pendidikan. Berkaitan dengan hal tersebut diperlukan upaya untuk mengendalikan mutu melalui optimalisasi yang tergambar lewat Standar Operasional Prosedur (SOP) yang baik dan sistematis, serta didukung oleh budaya organisasi yang terus berkembang menuju perbaikan. Kata Kunci: Sumber Daya Manusia, Mutu Lembaga Pendidikan

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Section: Pendahuluanunclassified

Optimalisasi Sumber Daya Manusia Dalam Peningkatan Mutu Lembaga Pendidikan

Indri

Utomo

2022

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“…Harus diakui, bahwa untuk memenangkan persaingan maka sekolah harus memiliki keunggulan dan prestasi. Guru dan kepala sekolah perlu untuk meningkatkan daya saing sekolah dan memiliki strategi menuju sekolah berdaya saing (unggul) (Umayah, 2015). SMA swasta perlu menerapkan strategi bersaing yang unggul dalam sektor-sektor penting di dalam program sekolah, fasilitas sekolah, sumber daya manusia, promosi keunggulan sekolah dan budaya sekolah (Farhan, 2014;Kamayuda, 2016;Kamayuda & Krismanda, 2016;Wahed, 2018).…”

Section: |378unclassified

Pendampingan dalam Pembinaan Kelompok Karya Ilmiah Remaja SMA Muhammadiyah 1 Malang

Husamah¹,

Rahardjanto²,

Hadi³

et al. 2022

Sasambo

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Siswa SMA Muhammadiyah 1 Malang telah banyak memperoleh prestasi di bidang seni dan olahraga, tetapi tidak di bidang penalaran/ilmiah. Pihak sekolah berkomitmen untuk membina kelompok karya ilmiah remaja (KIR). Tujuan kegiatan ini adalah pendampingan sekolah untuk pendampingan Pembinaan Peningkatan Prestasi Kelompok Karya Ilmiah Remaja (KIR) SMA Muhammadiyah 1 Malang. Metode yang digunakan adalah presentasi, diskusi, pendampingan, dan praktik langsung/implementasi. Adapun gambaran solusi atau kegiatan yang dilakukan adalah sebagai berikut: (1) Pelatihan guru dan penyusunan bersama pedoman pendampingan kelompok KIR. (2) Pembentukan kelompok KIR SMA Muhammadiyah 1 Malang; dan (3) Publikasi. Bentuk luaran yang dihasilkan dari kegiatan ini adalah (1) pedoman pendampingan kelompok KIR SMA Muhammadiyah 1 Malang yang dapat digunakan sebagai pedoman oleh guru dan pihak sekolah. (2) Adanya atau terbentuknya kelompok KIR SMA Muhammadiyah 1 Malang yang dapat menjadi wadah (kegiatan ekstrakurikuler) bagi para siswa dan bernilai keunggulan sekolah. (3) Publikasi media massa. Hasil menunjukkan bahwa kegiatan telah dilaksanakan sesuai dengan target dan semua luaran tercapai. Dapat disimpulkan bahwa kegiatan berjalan sukses dan memberikan dampak bagi terlaksananya pembinaan kelompok KIR di SMA Muhammadiyah 1 Malang. Assistance in Fostering Youth Scientific Work Groups at SMA Muhammadiyah 1 Malang Students of SMA Muhammadiyah 1 Malang have achieved many achievements in the fields of art and sports, but not in the field of reasoning/scientific. The school is committed to fostering youth scientific work groups (Karya Ilmiah Remaja/KIR). The purpose of this activity is to assist schools to assist in the development of achievement improvement of the KIR at SMA Muhammadiyah 1 Malang. The methods used are presentation, discussion, mentoring, and direct practice/implementation. The description of the solutions or activities carried out are as follows: (1) Teacher training and joint preparation of KIR group mentoring guidelines. (2) Establishment of KIR group at SMA Muhammadiyah 1 Malang; and (3) Publications. The outcomes of this activity are (1) guidelines for mentoring KIR groups at SMA Muhammadiyah 1 Malang which can be used as guidelines by teachers and the school. (2) The existence or formation of the KIR group of SMA Muhammadiyah 1 Malang which can be a forum (extracurricular activities) for students and has the value of school excellence. (3) Mass media publications. The results show that the activities have been carried out in accordance with the targets and all outcomes have been achieved. It can be concluded that the activity was successful and had an impact on the implementation of the development of the KIR group at SMA Muhammadiyah 1 Malang.

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“…The practical and efficient implementation of education from a madrasah should refer to the interests of a complex and constantly changing society from all times. Therefore, the capability and competence of work owned by madrasah graduates should be following the community's needs (Siti Umayah, 2015). Leadership will be more effective and efficient if the leader can apply a leadership style that suits his environmental needs.…”

Section: Leadership Style Analysismentioning

confidence: 99%

Analysis of the effective leadership style of madrasa heads in the 21st century

Malik¹,

Rahma²,

Utami³

2021

Mudarrisa

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One of the government's policies in education in the 21st century is the enactment of educational autonomy. This policy needs to be accompanied by a change of leadership in the education unit. The leadership qualities of the head of the madrasah will determine whether the madrasah achieves its expected goals or not. The purpose of this research is to analyze outstanding leadership in the 21st century, which includes the characteristics, style, nature, requirements, quality, and competence that a madrasah head must possess. This research was conducted at SDN 5 Cileungsir, Ranch Subdistrict, Ciamis Regency, in March 2020. This research used a library study approach. The data used in this research is secondary data, as the techniques carried out are collecting various credible sources from books, written documents, and articles taken from quality national and international online journals and have been accredited. All references that the author provides in this article aim to inform the reader of the tips and requirements to be an ideal and competent leader in the 21st century, especially leaders in schools. All descriptions are equipped with explanations and examples of events that are often encountered in the field to be understood easily. Based on the research results, it can be concluded that a leader must display exemplary behavior in the madrasah he leads. The behavior of the head of the madrasah must reflect the high spirit of work and should be an example or role model for all people in madrasahs. The ideal educational leader of the 21st century is an innovative leader, a leader who can innovate, has managerial skills and technical skills, and is highly dedicated to what he leads. Managerial expertise is needed for leaders to handle the complexities of educational institutions, and educational leadership skills are needed to obtain innovative leaders in leading educational institutions to conform to a 21st-century education. He must have the vision, mission, willingness, and commitment to make changes, progress, understand processes, and create innovations and solutions. Besides, a leader must also have expertise and quality. Thus, if a leader can realize all these components, then the madrasah under its management can innovate better under the demands of education in the 21st century and per the objectives to be achieved.

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Upaya Guru dan Kepala Madrasah dalam Meningkatkan Daya Saing Madrasah

Cited by 6 publications

References 0 publications

Optimalisasi Sumber Daya Manusia Dalam Peningkatan Mutu Lembaga Pendidikan

Optimalisasi Sumber Daya Manusia Dalam Peningkatan Mutu Lembaga Pendidikan

Pendampingan dalam Pembinaan Kelompok Karya Ilmiah Remaja SMA Muhammadiyah 1 Malang

Analysis of the effective leadership style of madrasa heads in the 21st century

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