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PENGUATAN TATA KELOLA KELEMBAGAAN IAIN MENUJU IAIN AMBON BERMUTU MELALUI PELAKSANAAN GOOD UNIVERSITY GOVERNANCE Abdul, Abd. Jabar; Adam, Masri
TAHKIM Vol 14, No 2 (2018): TAHKIM
Publisher : TAHKIM

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Abstract

The data collection was done by using; documentation, observation, and interviews. Data were analyzed qualitatively through data reduction, display/presentation of data, and conclusion/verification. The results showed that; 1) governance institutions in the implementation of Ambon IAIN Tridarma not running optimally and satisfactorily. The fundamental issue is due to weak work culture, the lack of consolidation and utilization of academic resources, and lack of commitment, awareness and a sense of collective responsibility to understand, appreciate and execute the vision, mission, tasks, functions and programs are consistently under applicable laws; 2) Application of the principles of good university governance in institutional governance as a whole is still relatively weak. Indication of the weakness was seen; a) the lack of transparency, especially in terms of regulation, management and implementation of the budget; b) Accountability in terms of public accountability which demands an increase in PT's ability to maximize available resources effectively and efficiently to achieve the expected results, in this context IAIN not sufficiently accountable; c) Responsibility is still relatively weak, many neglected issues, the activities and performance of quality not still often done repeatedly so IAIN not yet reached the high quality; d) Independence, space for creating, innovating is open to all parties, the problem is the individual consciousness academicians who have maximum independence in utilizing space to develop professionalism, except to the work that are routine, structural and formalistic; e) Fairness or equality in relation to the consolidation and utilization of academic resources to participate in various academic agenda has not seen enough fairness. 3) Quality IAIN Ambon is currently in the category of good or moderate. The achievement of quality is closely related to the level of implementation of the principles of GUG that are not yet consistent and maximum. If the principles of GUG can be consistently and maximum, it is believed to be able to make IAIN Ambon superior, high-quality, competitively and have high competitiveness.
Strategic Efforts of the Yogyakarta Special Region Police Preventing Disciplinary Violations Among Police Officers in the Contexst of Law Enforcement Masri Adam
JURNAL SAINS SOSIAL DAN HUMANIORA (JSSH) Vol. 5 No. 1 (2025): JSSH : Jurnal Sains, Sosial dan Humaniora
Publisher : Lembaga Penellitian, Pengabdian dan Publikasi (LP3M), UNIVERSITAS MUHAMMADIYAH MALUKU UTARA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52046/jssh.v5i1.2559

Abstract

This study aims to analyze the strategies implemented of the Yogyakarta Regional Police in preventing disciplinary violations, particularly in the context of law enforcement duties. Disciplinary violations committed by police officers not only cause internal harm to the institution but also negatively impact the public image of the police and diminish public trust in the law enforcement system. This research employs a descriptive qualitative approach using a normative-empirical method. The findings indicate that the Yogyakarta Regional Police have implemented several preventive strategies, including mental and religious development programs, enhancement of internal supervision, personnel rotation, and the strict enforcement of disciplinary sanctions. Although these strategies have contributed to a decline in the number of violations in recent years, their implementation still faces several challenges, such as limited human resources, suboptimal hierarchical supervision, and inconsistent enforcement of sanctions. This study recommends strengthening technology-based supervision systems, enhancing the capacity of supervisory personnel, and encouraging active leadership involvement in fostering a sustainable culture of discipline and professionalism.