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All Journal DAAR EL-IDARAH: Journal of Islamic Education Management
Nurhalimah
Sekolah Tinggi Agama Islam Nurul Ilmi Tanjungbalai, Indonesia
Religion Decision Sciences, Operations Research & Management Education Languange, Linguistic, Communication & Media Mathematics Other

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The School Principal's Management Strategies for Improving Students' Academic Achievement Taufik Azhar Manurung; Dwi Meutia Hasni; Muhamad Qomarudinul Huda; Nurhalimah
DAAR EL-IDARAH: Journal of Islamic Education Management Vol. 2 No. 01 (2026): DAAR EL-IDARAH: Journal of Islamic Education Management
Publisher : Lembaga Penerbitan, Penelitian, dan Pengabdian kepada Masyarakat (LP3M)  of Institut Badri Mashduqi Probolinggo Jawa timur Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66931/jmpi.v2i01.478

Abstract

This research was conducted at SMAN 1 Tanjungbalai, the type of research carried out was qualitative research methods. This research approach uses a descriptive approach. The subjects in this study were principals, teachers/employees, and students. In collecting data, researchers used observation, interview, and documentation methods, while data analysis was carried out by means of data reduction, data presentation, and triangulation. This study aims to find out how the planning, organizing, implementation, and supervision are carried out by school principals and to find out how the process of implementing and evaluating school principals in improving student achievement at SMAN 1 Tanjungbalai. The results of the research carried out are: the management function carried out by the principal is to use planning, organizing, implementing, and supervising. Furthermore, the strategy carried out by the principal is to plan programs for students starting from the lesson plans and extracurricular activities, while for teachers to make guided activities and guidance. In the process of implementation, the principal determines school policies, motivates educators and staff performance personnel, allocates human resources, and develops a culture of local school wisdom. Then in the evaluation process the principal monitors all the results of activities that have been carried out from the predetermined plans, measures individual and school performance, takes corrective steps. The strategy also contributed to strengthening the values of Islamic Religious Education
Digital Transition Management: Strategies for Islamic Universities in the Early Stages of Implementing Academic Information Systems Toni Julham; Dwi Meutia Hasni; Muhamad Fatih Rusydi Syadzili; Nurhalimah
DAAR EL-IDARAH: Journal of Islamic Education Management Vol. 2 No. 02 (2026): DAAR EL-IDARAH: Journal of Islamic Education Management
Publisher : Lembaga Penerbitan, Penelitian, dan Pengabdian kepada Masyarakat (LP3M)  of Institut Badri Mashduqi Probolinggo Jawa timur Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66931/jmpi.v2i02.431

Abstract

The implementation of the Academic Information System (SIAKAD) in Islamic private higher education institutions frequently encounters managerial habits, technical constraints, and human resource readiness challenges. Within Islamic Education Management principles, digital transformation is not merely a technical upgrade but a strategic tool to realize Itqan (professionalism) and Amanah (accountability). This study aims to analyze the digital transition management strategy applied during the initial implementation phase of SIAKAD at Sekolah Tinggi Agama Islam (STAI) Nurul Ilmi Tanjungbalai. Utilizing a qualitative approach with a descriptive case study design, data were collected through deep interviews, observations, and documentation involving institutional leaders, IT managers, lecturers, administrative staff, and students. The findings reveal that digital transition management relies on three core pillars: (1) strategic planning rooted in institutional amanah to mitigate change resistance, (2) structured mentoring-based training (one-on-one coaching) to build professional competence (itqan), and (3) operational policy reform based on digital governance standards. Extensive narrative evidence from various stakeholders confirms that bridging cultural readiness and fostering transformational-spiritual leadership are more critical than software deployment alone. This study concludes that the success of the initial digital transition depends significantly on leadership ability to synthesize digital innovation with Islamic organizational culture.
Co-Authors Dwi Meutia Hasni Muhamad Fatih Rusydi Syadzili Muhamad Qomarudinul Huda Taufik Azhar Manurung Toni Julham