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All Journal Analisis: Jurnal Studi Keislaman JURNAL KEPEMIMPINAN DAN PENGURUSAN SEKOLAH EDUCATIO : Journal of Education Benchmarking: Jurnal Manajemen Pendidikan Islam PARAMUROBI Translitera : Jurnal Kajian Komunikasi dan Studi Media Jurnal Filsafat Indonesia International Journal Of Science, Technology & Management (IJSTM) IJOIS: Indonesian Journal of Islamic Studies El-kahfi : Journal of Islamic economics International Journal of Educational Research and Social Sciences (IJERSC) J-ESA (Jurnal Ekonomi Syariah) Al-MIKRAJ: Jurnal studi Islam dan Humaniora International Journal of Educational Narratives JSE: Jurnal Sharia Economica International Journal of Management Science Pancasila International Journal of Applied Social Science Attaqwa:Jurnal Ilmu Pendidikan Islam Maharot : Journal of Islamic Education International Journal of Technology and Education Research International Journal of Islamic Educational Research Proceeding Of International Conference On Education, Society And Humanity
Akhyak, Akhyak
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Journal : International Journal Of Science, Technology

 1 
Synergisticity Of District National Zakat Amil Agency, Zakat Amil Institution And Pati Regional Government In Zakat Management Mu’arif, Samsul; Akhyak, Akhyak; Nurrahman, Dede
International Journal of Science, Technology & Management Vol. 5 No. 5 (2024): September 2024
Publisher : Publisher Cv. Inara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46729/ijstm.v5i5.1180

Abstract

This research is motivated by the phenomenon of the existence of two groups managing zakat (government and society) making up two large parts of the field of zakat management in Indonesia. The government and its institutions are used as the main focus of zakat collection targets by the National Zakat Amil Agency (BAZNAS) while the general public and private companies are more targeted objects for zakat collectors by the National Zakat Amil Institute (LAZNAS). In terms of legal regulations, the implementation of zakat in Indonesia shows cooperation between BAZNAS and the government to collect zakat funds from government employees to all institutions. However, in reality the results of collecting zakat, infaq and alms are still far below the existing potential, so there is still a need for synergy in various fields for the two groups of zakat managers. The aim of this research is to find out how there is communication synergy, coordination synergy and innovation synergy between the Pati National Amil Zakat Agency, the Amil Zakat Institute and the Regional Government of Pati Regency in managing zakat. This type of research uses qualitative research methods with the researcher as the key instrument in recording and collecting data through interviews, observing, collecting documents from zakat collection institutions and the Pati district government. Meanwhile, data analysis was carried out using an interactive analysis model. The results of this research conclude that 1. The form of communication synergy between the National Amil Zakat Agency of Pati, the Amil Zakat Institute of the Ministry of Religion of Pati and the Regional Government of Pati Regency is carried out formally by invitation or coming directly to the institution, or communicating using a digital platform by prioritizing the context of mutual brotherhood. need in managing zakat. The messages conveyed in the communication process are of high quality because the language is communicative, the message content is needs-oriented and delivered in a friendly manner. Feedback from communication shows support, openness and sincerity as well as high enthusiasm and commitment. 2). The form of coordination synergy is coordination synergy in planning, potential, cooperation in zakat education, distribution, joint program synergy and synergy in reporting. The mechanisms for coordination synergy include goal setting, stakeholder identification, payroll collection. Coordination synergy in monitoring and evaluation by sharia auditors or public accountants. 3). Synergy of innovation is carried out in Strengthening Zakat Regulations including the issuance of Regent's regulations on zakat, the issuance of regional regulations on zakat, b. Institutional strengthening includes the development of new UPZs, collaborative data analysis with religious instructors, routine quarterly coordination with fellow zakat managers, c. Program synergy, including zakat education with socialization and guidance of UPZ, distribution of zakat other than ashnaf 8, distribution of zakat for disaster response
Management of Pesantren Governance in Improving the Quality of Islamic Education (Multi-site Study at Pondok Pesantren Wali Songo Ngabar Ponorogo and Pesantren Putri Al-Mawaddah Coper Ponorogo) Yusril Musyafa’, A’ang; Akhyak, Akhyak; Aziz, Abd.
International Journal of Science, Technology & Management Vol. 6 No. 1 (2025): January 2025
Publisher : Publisher Cv. Inara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46729/ijstm.v6i1.1268

Abstract

This research examines the challenges faced by Islamic boarding schools in educating students, both from internal and external perspectives. The focus of the research is on the planning, organizing, implementation, and supervision of the governance of pesantren at Pondok Pesantren Wali Songo Ngabar Ponorogo and Pesantren Putri Al-Mawaddah to improve the quality of Islamic education. The method used is qualitative with data collection techniques through in-depth interviews, observation, and documentation, as well as single-site and cross-site analysis. The research findings include the importance of transparency, accountability, responsibility, independence, and fairness in every aspect of pesantren governance to create a quality education system. Transparency is evident in financial management and open decision-making. Accountability is realized through adherence to policies and performance evaluations. Responsibility is demonstrated through accountability to the community and regulations. Independence is reflected in the diversification of funding sources and independent program initiatives. Fairness is evident in equal access to education and consistent program evaluation. This research emphasizes that a good governance system is crucial for improving the quality of Islamic education in pesantren.
The Role of the Principal as a Leader in Shaping Effective Schools: A Multi-case Study at MAN 1 Tulungagung and SMAN 1 Kedungwaru Kusmaduni, Fati’ah; Akhyak, Akhyak; Maunah, Binti
International Journal of Science, Technology & Management Vol. 7 No. 1 (2026): January 2026
Publisher : Publisher Cv. Inara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46729/ijstm.v7i1.1412

Abstract

This study aims to investigate the determinant role of the principal as a leader in reconstructing a quality culture towards an effective school. Employing a qualitative approach with a multi-case study design, the research was conducted at two sites with distinctive characteristics: MAN 1 Tulungagung (based on religious values) and SMAN 1 Kedungwaru (based on professional-secular standards). Data were collected through in-depth interviews, participant observation, and documentation studies, which were then analyzed using the interactive model by Miles, Huberman, and Saldana. The results reveal a substantive finding in the form of a "Hybrid-Integrative Leadership Model" that synergizes three strategic roles cyclically. First, as a Motivator, the principal builds teacher resilience through distinct approaches: Spiritual-Paternalistic Leadership (worship-value based) in the Madrasah and Instructional-Technocratic Leadership (meritocracy-based) in the public school. Second, as an Innovator, the principal acts as a system architect who institutionalizes change ideas into strategic documents and organizational culture. Third, as an Administrator, the principal serves as a strategic risk manager who dares to make calculated decisions for resource efficiency. The study concludes that school effectiveness does not arise from a single managerial adoption, but from the principal's ability to orchestrate humanist flexibility and systemic firmness adapted to local wisdom.
Co-Authors Abd. Aziz Abd. Aziz Abdullah, Rafidah Adiyono Agus Eko Sujianto Agus Eko Sujianto Agus Zainul Fitri Aifah, Prisma Aulia Akbar Syahdin, Libryan Praja AL GHOZI, ABDULLAH Ashlihah, Ashlihah Binti Maunah Dede Nurrahman Evy Ramadina Fatih, Muhammad Al Furqon Wahyudi, M. Guswenti, Mirna Harris, Syahzanan Hosaini, Hosaini Indana, Nurul Jauhari, Irfan Kastaji, Kustiono Kusmaduni, Fati’ah Latif Syaipudin M. FURQON Maghfiroh, Ana Minniswatil Mahmud Arif Mei Santi, Mei Muhajir, As'aril Muhajir, As’aril Mujamil Qomar Muttaqin, A. Nanan Najmul Mu’arif, Samsul Ngainun Naim Ni'am, Syamsun Nova Tri Prasetiyo Nur Ajizah, Ratna Utami NUR EFENDI Prasetian Dewi, Arlinta Prim Masrokan Mutohar, Prim Masrokan Qomar, Mujamil Rohmah, Liatul Sabarudin Sabarudin Sahri Sahri Sahri Saputri, Fadhila Harlis Sujianto, Agus Suselo, Dedi Syafi'i, Asrop Syafi’i, Asrop Tanzeh, Ahmad Yusril Musyafa’, A’ang Yusron, M. Ali Yusron, M. Ali Zaenal Abidin, Ahmad Zahiq, Moh. Zainudin Zainudin Zakki, Mohammad