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Keefektivan Kebijakan E-Learning berbasis Sosial Media pada PAUD di Masa Pandemi Covid-19 Nurkolis Nurkolis; Muhdi Muhdi
Jurnal Obsesi : Jurnal Pendidikan Anak Usia Dini Vol 5, No 1 (2021)
Publisher : LPPM Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/obsesi.v5i1.535

Masalah penelitian ini adalah bagaimanakah keefektivan rumusan kebijakan e-learning, keefektivan implementasi kebijakan e-learning, dan apa kendala-impelementasi e-learning di PAUD. Tujuan penelitian ini untuk mendeskripsikan keefektivan rumusan kebijakan e-learning, keefektivan implementasi kebijakan e-learning, dan kendala implementasi e-learning di PAUD. Penelitian ini adalah penelitian kebijakan dengan metode kombinasi concurrent embedded strategy. Penelitian dilakukan di Provinsi Jawa Tengah pada 35 kabupaten/kota, April 2020, responden 1.899 orang dengan standard error 5%. Teknik pengumpulan data dengan angket, dokumen kebijakan, dan wawancara. Data kuantitatif diolah dengan Pivoting Program MS Excel. Data kualitatif diolah dengan software Nvivo 12+. Pengujian keabsahan data menggunakan triangulasi sumber dan metode. Pengujian kredibilitas dokumen dengan korelasi Pearson dan word frequency. Hasil penelitian menunjukkan bahwa rumusan kebijakan e-learning di PAUD sangat efektif, implementasi kebijakan e-learning di PAUD kurang efektif, dan terdapat tiga kendala implementasi e-learning di PAUD yaitu kendala pedagogi, teknologi, dan ekonomi.

Santripreneur Penghasil Kerajinan dari Limbah Plastik di Kawasan Pondok Pesantren KH. Murodi Mranggen Demak Muhdi Muhdi; Sunan Baedowi; Achmad Buchori; Mahmud Yunus
Journal of Dedicators Community Vol 5, No 2 (2021)
Publisher : Universitas Islam Nahdlatul Ulama Jepara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34001/jdc.v5i2.1223

The amount of plastic waste around the Mranggen Market and Pondok Pesantren K.H. Murodi Mranggen Demak is a cause for concern. Good waste management so that plastic waste has use value and is beneficial for the environment around Islamic boarding schools is the goal in this service. The methods used are: problem mapping, design, manufacture, operation test, operation assistance and marketing training for production products. The strategy used to make plastic waste valuable is by conducting training in making variations of plastic waste product crafts with Eco-Bricks made into chairs, flower vases, bags, wallets, prayer mats and others. In addition, it is to strengthen good waste management among students. The results of this santripreneur activity are 1) Santri feel excited to understand and do entrepreneurship/studentpreneurs from an early age; 2) students understand the importance of processing waste and the importance of providing added value to products made from plastic waste, 3) 80 percent of students are able to make variations of crafts from plastic waste and 20 percent still need further assistance, 4) marketing is carried out in collaboration with MSMEs in Indonesia. Semarang and Demak so that it can make passive income for students.

PENGARUH SOFT SKILL PENDIDIK DAN EFIKASI DIRI TERHADAP STRES AKADEMIK SISWA MADRASAH ALIYAH NEGERI KABUPATEN SEMARANG Noor Miyono; Muhdi Muhdi; Ngurah Ayu Nyoman; Tri Wuryani
Jurnal SMART (Studi Masyarakat, Religi, dan Tradisi) Vol 5, No 1 (2019): Jurnal SMaRT Studi Masyarakat, Religi, dan Tradisi
Publisher : Balai Penelitian dan Pengembangan Agama Semarang

Academic stress is a condition in the form of physical, mental or emotional disorders caused by an incompatibility between the demands of environment and the actual resources of students so that they are increasingly burdened with various pressures and demands at school. The main objective of this study is to obtain empirical evidence on educator’s soft skills and student’s self-efficacy which led to student’s academic stress at State Islamic Senior High School (MAN) Tengaran of Semarang Regency. Population and sample of this study are XII grade student. The research sample of 125 respondents is determined by using quota random sampling. Data analysis technique uses regression analysis with the SPSS program (Statistical Package for Social Sciences) version 21.0. Based on the research data processing, the results of the study are as follows (1) educators’ soft skills have a significant effect on the students’ academic stress of 42,1% (2) self-efficacy has a significant effect on students’ academic stress of 49,5%. (3) educators’ soft skills and self-efficacy have a significant effect on students’ academic stress of 56,7%. While suggestion is (1) educators should continue to improve communication and social interaction with students so that they can carry out their activities happily without any coercion (2) educators must be more proactive in motivating students and building students’ confidence so they can rise in overcome their learning problems.

MANAJEMEN KURIKULUM PENDIDIKAN AGAMA ISLAM SEKOLAH DASAR ISLAM TERPADU SULTAN AGUNG 5 KRIYAN KALINYAMATAN JEPARA Edi Siswanto; Muhdi; Noor Miyono
Didaktik : Jurnal Ilmiah PGSD STKIP Subang Vol. 9 No. 2 (2023): Volume 09 No 02, Juni 2023
Publisher : STKIP Subang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36989/didaktik.v9i2.770

Edi Siswanto. 2022. Manajemen Kurikulum Pendidikan Agama Islam Sekolah Dasar IslamTerpadu Sultan Agung 5 Kriyan Kalinyamatan Jepara. Tesis. Pembimbing I Dr. Muhdi, S.H, M.Hum dan Pembimbing II Dr. Noor Miyono, M.Si . Fokus dalam penelitian ini adalah (1)perencanaan (planning) kurikulum pendidikan agama Islam (PAI); (2)pengorganisasian (organizazing) kurikulum pendidikan agama Islam (PAI); (3) pelaksanaan (actuacting) kurikulum pendidikan agama Islam (PAI); (4) pengawasan (controling) kurikulum pendidikan agama Islam (PAI) di SDIT Sultan Agung 5 Kriyan Kalinyamatan Jepara. Tujuan penelitian ini adalah (1) menganalisis dan mendiskripsikan perencanaan (planning) kurikulum pendidikan agama Islam;(2) menganalisis dan mendiskripsikan pengorganisasian (organizing) kurikulum PAI;(3) menganalisis dan mendiskripsikan pelaksanaan (actuacting) kurikulum PAI ;(4) menganalisis dan mendiskripsikan pengawasan (controling) kurikulum PAI di SDIT Sultan Agung 5 Kriyan Kalinyamatan Jepara. Pendekatan penelitian ini adalah menggunakan penelitian kualitatif dengan jenis penelitian diskriptif kualitatif. Objek penelitian ini adalah di SDIT Sultan Agung 5 Kriyan Kalinyamatan Jepara. Berdasarkan hasil penelitian dan pembahasan dapat disimpulkan bahwa; (1)Perencanaan kurikulum PAI SD Islam Terpadu Sultan Agung 5 Kriyan Kalinyamatan Jepara dilakukan dengan melakukan: (a) rapat evaluasi program antara kepala sekolah, dewan guru dan pengurus yayasan; (b) penentuan tim penyusun/pengembang kurikulum PAI; (c) melakukan analisis dan merancang KTSP, KI,KD, KKM silabus dan RPP tahun sebelumnya; (2)Pengorganisasian kurikulum PAI Islam Terpadu Sultan Agung 5 Kriyan Kalinyamatan Jepara dilakukan dengan cara; (a) kepala sekolah membentuk dan menerbitkan SK tim pengembang kurikulum yang dilengkapi job diskripsi; (b) tim penyusun dan guru melakukan penyusunan KTSP, struktur kurikulum, KKM, RPP, silabus, jadwal pelajaran,jadwal ekstrakurikuler, promes prota; (3)Pelaksanaan kurikulum PAI Islam Terpadu Sultan Agung 5 Kriyan Kalinyamatan Jepara dilakukan dengan melakukan: (a) melakukan kegiatan rapat sosialisai kurikulum kepada warga sekolah dan orang tua peserta didik; (b) pelaksananan pembelajaran dilaksanakan di kelas, di musholla dan pondok pesantren serta di lingkungan sekolah; (4) Pengendalian/ controlling PAI Islam Terpadu Sultan Agung 5 Kriyan Kalinyamatan Jepara dilakukan dengan program pemantauan atau supervisi. Hasil supervisi atau pemantauan ini akan menjadi dasar dalam pengambilan kebijakan atau langkah perbaikan selanjutnya. Evaluasi program dan pelaksanaan kurikulum dilakukan oleh kepala sekolah, dewan guru dan pengurus yayasan. Kata kunci: manajemen, kurikulum, PAI, SDIT.

IMPLEMENTASI MANAJEMEN BURSA KERJA KHUSUS DI SMK NEGERI 11 SEMARANG Teguh Santoso; Muhdi Muhdi; Noor Miyono
Jurnal Manajemen Pendidikan (JMP) Vol 12, No 1 (2023): April 2023
Publisher : Magister Manajemen Pendidikan, Universitas PGRI Semarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26877/jmp.v12i1.15135

Permasalahan yang muncul yaitu masih adanya alumni yang belum bekerja sehingga mengganggur. Kemudian penelusuran alumni (tracer studi) kurang berjalan dengan baik sehingga belum terdata dalam database BKK dengan baik, dan kerjasama dengan DUDI dalam hal perekrutan tenaga kerja lebih sering memiliki durasi jangka pendek. Fokus dari penelitian ini implementasi manajemen bursa kerja khusus di SMK Negeri 11 Semarang dari fungsi manajemen meliputi perencanaan, pengorganisasian, pelaksanaan dan pengawasan BKK di SMK Negeri 11 Semarang. Pendekatan penelitian yang digunakan adalah kualitatif. Desain penelitian kualitatif melalui tiga tahapan yaitu: orientasi, eksplorasi fokus, dan analisis data. Teknik pengumpulan data yaitu wawancara, observasi dan dokumentasi. Penelitian ini menggunakan triangulasi teknik. Analisis data dengan tiga langkah: reduksi data, menyajikan data, dan menarik simpulan. Hasil penelitian menunjukkan bahwa Kepala Sekolah dan Ketua BKK dalam melaksanakan implementasi manajemen BKK yaitu: 1) Perencanaan implementasi manajemen bursa kerja khusus dengan meliputi perencanaan analisis kebutuhan, sosialisasi kegiatan dan penentuan sumber/pendanaan program BKK. 2) Pengorganisasian implementasi manajemen bursa kerja khusus dengan meliputi penugasan kerja implementasi manajemen bursa kerja khusus, 3) Pelaksanaan implementasi manajemen bursa kerja khusus dengan meliputi koordinasi struktur organisasi BKK, pertemuan rutin dan penelusuran alumni, 4) Pengawasan implementasi manajemen bursa kerja khusus dengan melakukan standarisasi pelayanan dan evaluasi pelaksanaan program BKK. Simpulan Implementasi manajemen bursa kerja khusus telah dilakukan melalui langkah-langkah atau prosedur yang sesuai dengan prinsip manajemen yang terdiri dari empat kegiatan yaitu, perencanaan, pengorganisasian, pelaksanaan dan pengawasan. Penulis menyarankan agar kepala sekolah diharapkan lebih memperhatikan dalam hal perencanaan, pengorganisasian, pelaksanaan serta pengawasan. Guru diharuskan untuk selalu siap dalam pelaksanaan kegiatan.Kata Kunci: Bursa Kerja Khusus, Manajemen, Implementasi Manajemen BKK AbstractThe problem that arises is that there are still alumni who have not worked so that they are unemployed. Then tracer studies of alumni (tracer studies) are not going well so they are not properly recorded in the BKK database, and cooperation with DUDI in terms of recruiting workers often has a short term duration. The focus of this research is the implementation of special job market management at SMK Negeri 11 Semarang City of management functions include planning, organizing, implementing and supervising BKK at SMK Negeri 11 Semarang. The research approach used is qualitative. Qualitative research design goes through three stages: orientation, focus exploration, and data analysis. Data collection techniques are interviews, observation and documentation. This study uses a triangulation technique. Data analysis with three steps: data reduction, presenting data, and drawing conclusions. The results of the study show that the school principal and the head of the BKK in carrying out the implementation of BKK management are: 1) Planning for the implementation of the special job market management which includes planning for needs analysis, socialization of activities and determining sources/funding for the BKK program. 2) Organizing the implementation of the management of the special job market by including work assignments for the implementation of the management of the special job market. 3) Implementation of the management of the special job market by covering the coordination of the BKK organizational structure, regular meetings and tracing alumni, 4) Supervising the implementation of the management of the special job market by carrying out service standardization and evaluation of BKK program implementation. Conclusion Implementation of special job market management has been carried out through steps or procedures in accordance with management principles which consist of four activities namely, planning, organizing, implementing and supervising. The author suggests that school principals are expected to pay more attention in terms of planning, organizing, implementing and supervising. Teachers are required to always be ready in carrying out activities.Keywords: Special Job Fairs, Management, BKK Management Implementation

Teknik Pengambilan Keputusan Dalam Menentukan Model Manajemen Pendidikan Menengah Muhdi Muhdi; Nurkolis Siri Kastawi; Suwarno Widodo
Kelola: Jurnal Manajemen Pendidikan Vol. 4 No. 2 (2017)
Publisher : Universitas Kristen Satya Wacana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24246/j.jk.2017.v4.i2.p135-145

The main problem in this research is how the model of secondary education management in Central Java Province. Issues divided into a) what are the expectations of various parties regarding the transfer of secondary education management, b) how are the challenges of various parties related to the transfer of secondary education management, and c) which management model is most effective for managing secondary education in Central Java Province. This research is descriptive qualitative. Data collection through FGD was recorded with video and government policies related to secondary education. The number of informants is nine people. Research data is processed using qualitative research software, NVivo 11 Plus for Windows. The study was conducted over three months from October to December 2016. The results were a) some expectations: improving the quality of education, improving access and equity of education, improving teacher welfare and promoting professionalism. teacher; b) some of the challenges faced: the province will ignore the welfare of non-civil servant teachers and reduce the free education of secondary education; c) the most effective model is co-administration. It is recommended that the government immediately make government regulations on the management of secondary education. At the provincial level was directly made education policy. East Java provincial government has now chosen alternative "based region" in six regions of former residency in Central Java. This alternative needs to be tested for its effectiveness, if it is not effective then it is advisable to use co-administration.

Urgensi Pengutamaan PAUD dalam Kebijakan Pendidikan di Indonesia Nurkolis Nurkolis; Muhdi Muhdi; Yovitha Yuliejantiningsih
Jurnal Obsesi : Jurnal Pendidikan Anak Usia Dini Vol 7, No 5 (2023)
Publisher : LPPM Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/obsesi.v7i5.4187

Berbagai kebijakan PAUD telah dibuat oleh Pemerintah dan Pemerintah Daerah, namun implementasinya belum memadai. Tujuan artikel ini untuk mengetahui partisipasi peserta didik PAUD, kualitas layanan PAUD, dan kebijakan dalam pengutamaan atau pengarusutamaan PAUD. Artikel ini berdasarkan penelitian kebijakan dengan metode campuran kuantitatif-kualitatif berdesain concurrent embedded. Jumlah permasalahan ada tiga, dua masalah dianalisis secara kuantitatif, satu masalah dianalisis secara kualitatif. Penelitian dilakukan di lima daerah pada Juli-Desember 2022. Data kuantitatif terdiri dari data primer sekunder, data kualitatif berasal dari dokumen kebijakan. Data kuantitatif diolah dengan Excel, data kualitatif diolah dengan Nvivo 12 Plus. Novelty artikel ini adalah ditemukannya pengarusutamaan PAUD dalam kebijakan penddidikan yang belum pernah diteliti sebelumnya. Hasil penelitian menunjukkan partisipasi peserta didik dan kualitas layanan PAUD termasuk kategori menengah. PAUD diarusutamakan di 18 dokumen kebijakan. Hasil penelitian ini memberikan kontribusi berharga akan pentingnya pengarusutamaan PAUD dalam kebijakan pendidikan di Indonesia.

PERAN KEPALA SEKOLAH SEBAGAI MANAJER DALAM PELAKSANAAN PROGRAM SEKOLAH PENGGERAK TAMAN KANAK-KANAK AISYIYAH BUSTANUL ATHFAL 42 KOTA SEMARANG Deasy Wulandari; Muhdi; Noor Miyono
Didaktik : Jurnal Ilmiah PGSD STKIP Subang Vol. 9 No. 5 (2023): Volume 09 No. 05 Desember 2023
Publisher : STKIP Subang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36989/didaktik.v9i5.1901

ABSTRAK Deasy Wulandari 2023, “Peran Kepala Sekolah Sebagai Manajer dalam Pelaksanaan Program Sekolah Penggerak Taman Kanak-kanak Aisyiyah Bustanul Athfal 42 Kota Semarang.” Tesis Pembimbing 1) Dr. Muhdi, S.H., M.Hum, 2) Dr. Noor Miyono, M.Si Penelitian ini bertujuan untuk mendeskripsikan peran kepala sekolah sebagai manajer dalam pelaksanaan Program Sekolah Penggerak (PSP). Peran kepala sekolah sebagai manajer meliputi: (1) perencanaan; (2) pengorganisasian; (3) pelaksanaan; (4) dan evaluasi. Penelitian ini menggunakan pendekatan kualitatif dengan rancangan studi multi kasus.. Pengumpulan data dilakukan dengan wawancara, observasi, dan dokumentasi. Informan penelitian adalah Kepala Sekolah, Guru, Pengawas TK Kecamatan dan Koordinator Satuan Pendidikan. Berdasarkan hasil penelitian dan teori manajemen, perencanaan Program Sekolah Penggerak diantaranya: (1) kepala sekolah melakukan perencanaan program sekolah penggerak bersama guru dan dipandu oleh fasilitator PSP,kegiatan perencanaan meliputi perumusan tujuan PSP, pemilihan program sesuai dengan kebutuhan, penjadwalan pelaksanaan kegiatan dan menyusun anggaran sesuai anggaran BOP Kinerja; (2) kepala sekolah melakukan pengorganisasian yaitu menentukan penanggung jawab dari masing-masing aktivitas yang akan dilaksanakan, menyediakan peralatan yang diperlukan dan memberikan motivasi, pengarahan dan bimbingan pada tiap-tiap individu yang diberi wewenang baik dalam manajerial maupun teknisnya.; (3) kepala sekolah mempimpin pelaksanaan PSP, mulai dari peningkatan kualitas sumber daya manusia, pembelajaran berdiferensiasi, digitalisasi sekolah dan perencanaan berbasis data; (4) Evaluasi dilaksanakan oleh kepala sekolah secara berkala yaitu refleksi pembelajaran mingguan di hari Jumat dan refleksi pelaksanaan PSP secara keseluruhan setiap bulan melalui kegiatan PMO (Project Management Office). Secara keseluruhan peran kepala sekolah sebagai manajer dalam pelaksanaan PSP sudah dilaksanakan dengan baik. Hampir semua indikator terpenuhi. Adapun yang belum terpenuhi seperti pengembangan prosedur pelaksanaan dan pembagian tugas sesuai keahlian guru dikarenakan kebiajakan dari PSP yang diterbitkan oleh Kemendikbudrisktek. Kata Kunci Peran Kepala Sekolah, Manajer, Program sekolah Penggerak

IMPLEMENTASI PROGRAM BILINGUAL DI MTS SALAFIYAH HIDAYATUL ATHFAL PEKALONGAN Luqni Assaqaf Luqni; Muhdi; Endang Wuryandini
Didaktik : Jurnal Ilmiah PGSD STKIP Subang Vol. 9 No. 5 (2023): Volume 09 No. 05 Desember 2023
Publisher : STKIP Subang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36989/didaktik.v9i5.2009

Bilingual learning programs are aimed at promoting bilingualism by using the first language proportionally or using two languages as the language of instruction for various subjects. The purpose of this research is to: describe and analyze the implementation of the Bilingual Program at MTs Salafiyah Hidayatul Athfal Pekalongan. The research approach used is qualitative. This type of research is a case study. Qualitative research design goes through three stages, namely: orientation, focused exploration, and data analysis. Data collection techniques are interviews, observation and documentation. This research uses source triangulation. Data analysis in three steps: data reduction, presenting data, and drawing conclusions. The results of the research show that: 1) planning for the implementation of the bilingual program is carried out using planning procedures including preparing madrasah administration, academic supervision programs, budgeting formulation, infrastructure planning, administration and plan evaluation. 2) Organizing the implementation of the bilingual program is carried out using organizational procedures including placement of madrasa resources, organizational planning and development, assignment and delegation of authority. 3) The drive for implementing the bilingual program is carried out by the madrasa head, including directing the madrasa head and motivating the madrasa head. 4) Supervision of the implementation of the bilingual program is carried out by the head of the madrasah including assessment instruments, evaluation of implementation activities, and follow-up. Conclusion: The implementation of the bilingual program has been carried out through two steps of activities, namely planning, organizing, mobilizing and supervising. The author suggests that madrasa heads pay more attention to mobilization and supervision. Teachers are required to always be ready to carry out activities.

PERAN KEPALA SEKOLAH SEBAGAI MANAJER DALAM MENINGKATKAN MUTU AKADEMIK DI SEKOLAH DASAR NASIMA KOTA SEMARANG Siti Rochajati; Muhdi; Noor Miyono
Didaktik : Jurnal Ilmiah PGSD STKIP Subang Vol. 9 No. 5 (2023): Volume 09 No. 05 Desember 2023
Publisher : STKIP Subang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36989/didaktik.v9i5.2487

The school principal has a strategic role in utilizing the school. School principals are required to have the ability to manage and develop school organizations, in order to improve the school's academic quality. Focus of the research is to describe and analyze the role of the principal as a manager in improving academic quality at Nasima Elementary School, Semarang City. The research approach used is qualitative. This type of research is a case study. Qualitative research design through data condensation, presenting data (data display), and drawing conclusions or verification (conclusion drawing and verification). Data collection techniques are interviews, observation and documentation. This research uses triangulation of sources and methods. Data analysis in three steps: data reduction, presenting data, and drawing conclusions. The research results show that: 1) The role of the school principal as a manager in planning is carried out using planning procedures including identification of needs, school programs, school program priorities, and school program socialization. 2) the role of the school principal as a manager in organizing is carried out by organizing procedures including the placement of school resources, organizational development, assignment and delegation of authority. 3) the role of the principal as a manager in mobilization is carried out by the principal, including directing the principal and motivating the principal. 4) the role of the principal as a manager in supervision carried out by the principal includes making assessments, evaluating implementation activities, and following up. The author suggests that school principals pay more attention to planning and organizing. mobilization and surveillance. Teachers are required to always be ready to carry out activities.

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