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All Journal International Journal Of Science, Technology & Management (IJSTM) International Journal of Islamic Educational Research
Eko Sigit Purwanto
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Implementation And Supervision Of Stakeholders-Based Education Marketing East Java Indonesia Eko Sigit Purwanto; Akhyak; Achmad Patoni; Imam Junaris
International Journal of Science, Technology & Management Vol. 2 No. 4 (2021): July 2021
Publisher : Publisher Cv. Inara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46729/ijstm.v2i4.247

Abstract

Private schools must try to improve education marketing management in order to get more students that will later support learning activities in schools. Marketing management in this research is how to introduce educational products, invite and influence people to become consumers or service users in an educational institution. This study uses a qualitative approach that has a post positivistic or interpretive paradigm with the aim of understanding the phenomena that occur in the field. This type of research is multisite. The data collection in this study was carried out by means of participant observation, in-depth interviews and documentation. Furthermore, the researchers analyzed the data using two methods, i.e.: on-site data analysis and cross-site analysis using the Miles Huberman interactive model, known as reduction and presentation of data and drawing conclusions. The results of this study are: 1) implementation of stakeholder-based educational marketing management which is carried out by carrying out the placement tests, fulfilling qualifications and improving teacher professionalism, fulfilling facilities and infrastructure, providing opportunities for students to take extra-curricular activities, targeting output (students) who are in good attitudes, smart, healthy, accomplished, and competitive, conducts routine evaluations, assimilates with stakeholders, and achieves customer satisfaction. The optimistic attitude and deep love of the alumni can then be called market fanatics, coming out from market ideology, 2) integrated supervision by combining inherent supervision and follow-up plans. Both institutions strive to guard all plans to achieve perfect targets in terms of educational marketing by eliminating errors or zero defects.
The Principal’s Leadership Strategy in Improving the Quality of Learning at MTs Darul Falah Sumbergempol Tulungagung Eko Sigit Purwanto
International Journal of Islamic Educational Research Vol. 3 No. 2 (2026): April: International Journal of Islamic Educational Research
Publisher : Asosiasi Riset Ilmu Pendidkan Agama dan Filsafat Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/ijier.v3i2.527

Abstract

This study is motivated by the leadership of the principal at MTs Darul Falah Sumbergempol Tulungagung, who involves all school personnel in school activities. Although the principal’s tenure is relatively new, the principal has been able to implement continuous changes to advance the institution and improve the quality and services of the school. The research employed a qualitative approach. Data were collected through participant observation, in-depth interviews, and documentation. The data analysis techniques included (1) data reduction, (2) data display, and (3) conclusion drawing/verification. The results of this study indicate that: (1) The principal’s strategy in mobilizing subordinates to improve the quality of learning at MTs Darul Falah Sumbergempol Tulungagung is carried out by ensuring that teachers perform their duties professionally, participating directly in the preparation of lesson plans (RPP), selecting competent teachers to guide students in self-development activities, providing explanations and motivation to subordinates regarding the implementation of tasks in the madrasah, and giving instructions to enhance staff capabilities by forming well-organized teamwork. (2) The principal’s strategy in influencing subordinates to improve the quality of learning is implemented by enhancing personnel performance, providing rewards to subordinates, setting a good example, showing concern and attention, improving welfare, motivating subordinates, and supporting as well as appreciating their achievements. (3) The principal’s strategy in encouraging improvements in the quality of learning is carried out by inviting subordinates to enhance teachers’ competencies, motivating teachers to be productive and innovative, coordinating the outcomes of teachers’ work, consistently evaluating teachers’ activities, conducting official meetings, providing motivation during these meetings, and setting an example by arriving at school earlier than others.
Co-Authors Achmad Patoni Akhyak Imam Junaris