Article Per Year (5 Year)
p-Index From 2020 - 2025
0.444
P-Index
This Author published in this journals
All Journal Humaniora Integritas: Jurnal Teologi Dinasti International Journal of Education Management and Social Science
Anggaripeni Mustikasiwi
Unknown Affiliation
Religion Humanities Education

Published : 3 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 3 Documents
Search

 1 
Pastors and Treasurers: A Case Study of Financial Management in Christian Organization Dadang Irawan; Anggaripeni Mustikasiwi; Wylen Djap; Oki Hermawati; Erwin Santosa
Integritas: Jurnal Teologi Vol 3 No 1 (2021): Integritas: Jurnal Teologi
Publisher : Sekolah Tinggi Teologi Jaffray Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47628/ijt.v3i1.55

Abstract

Prior research has suggested that pastors have difficulty in managing church finances. On the other hand, the involvement of the congregation with knowledge that tends to be pragmatic exposes the pastor to start rubbing against the values ​​contained in this pragmatic understanding, including matters of financial management. In terms of finance, actually the provisions of the Bible are sufficient as guidance, in the form of main values, only requiring an understanding in accordance with the context and the current relevance of the challenges of the church and its congregation. This paper seeks to tell the experience of one of the important actors (informants), a pastor who acts as a ministerial servant of God in pastoral care as well as treasurer in the Indonesian Church Association (PGI). These sources are in the vortex of the tug of interest between idealism as a servant of God and pragmatism, a solution must be sought as soon as possible regarding the sustainability of the church fellowship institution. At the end loyalty, integrity and openness with good intentions to collaborate with various groups (partnering) are the key characters between the roles of pastor and treasurer. This character is preserved in an expression of faith and relying on God. The financial leadership model of a pastor as well as a treasurer with a narrative study approach is described in this article.
Principals’ Challenges to Implement School Based Management in English-Speaking Schools Setting Mario Nugroho Willyarto; Anggaripeni Mustikasiwi
Humaniora Vol. 11 No. 3 (2020): Humaniora
Publisher : Bina Nusantara University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21512/humaniora.v11i3.6462

Abstract

The aim of the research was to identify and map the school principals’ competence in English-speaking schools setting, according to the Decree of Ministry of Education no 13/2007 regarding competence standard for school principals and in implementing school-based management (SBM). The research applied a qualitative descriptive method, although the data were processed in a quantitative way. The data were gathered through structured questionnaires collected from ten principals and 74 teachers from ten schools. Data validation was conducted through interviews with ten school principals, two teachers per school, and the board’s representatives. The result of the research is the recommendations of the school principals’ competence development program as an alternative solution for the schools. The result shows that the school principals’ competencies have met the government standard competence. In the implementation of SBM, the school principals need to improve their five dimensions of principal competence (personal, managerial, entrepreneurship, supervision, and social). Especially the essence of SBM through training programs are principals’ roles and responsibilities, developing school profiles, school visioning, financial and school facilities management, strategic planning, school as a learning community, academic supervision, monitoring and evaluation, school marketing and branding, and nontraining programs.
TRANSFORMATIONAL, AUTHENTIC, AND AUTHORITARIAN TYPES OF LEADERSHIP: WHICH ONE IS THE MOST INFLUENTIAL IN STAFFS’ PERFORMANCE (A Study On Performance In A Religious School Setting) Mirayani, Rubi; S.Williana Kusumaningsih; Anggaripeni Mustikasiwi; Purwanto, Agus
Dinasti International Journal of Education Management And Social Science Vol. 1 No. 2 (2019): Dinasti International Journal of Education Management and Social Science (Decem
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31933/dijemss.v1i2.68

Abstract

The research conducted in a religion based school in Gading-Serpong, Jakarta was conducted to determine the significance of leadership style toward the organizational culture and motivation in order to see the influence on the staff’s performance. Data obtained through questionnaires with total sampling method of 33 out of 34 employees. Data analysis is using Spearman Rank correlation analysis, correlation, and hypothesis testing. The result of the study showed that (1) the authentic leadership style is perceived higher than authoritarian and transformational leadership styles (2) The leadership style has a significant influence on the school staff’s motivation. This is indicated on the result of P-value that is 0.0000.(3) The leadership style does have an influence on the organizational culture as the the P value between dependent variable Leadership (KP) to independent variable Performance (KJ) with the intervening variable Culture Organization (BO) is 0.004 and it means there specific Indirect Effect is accepted since it is less than 0.005. whereas the P value between the dependent variable Leadership (KP) to independent variable Performance (KJ) with the intervening variable Motivation (MO) is 0.124. (4) The leadership style has also showed to have significant influence and direct effect on the staff’s performance. This is depicted by the result of the P values that is 0.001, which explained that leadership has a significant and direct effect on the workers’ performance, (5) The organizational culture has an influence toward the staff’s performance as based on the data, from all the result of the R-square for the Organizational culture (BO) is 0.56; that organizational culture as the intervening variable by 56% and (6) the staff’s motivation does not affect the staff’s performance as shown on the the P value is 0,082 which is more than 0.05, therefore Motivation of the staff does not affect the performance of the staff directly.
Co-Authors AGUS PURWANTO Dadang Irawan Erwin Santosa Mirayani, Rubi Oki Hermawati S.Williana Kusumaningsih Willyarto, Mario Nugroho Wylen Djap