Article Per Year (5 Year)
p-Index From 2021 - 2026
0.659
P-Index
This Author published in this journals
All Journal Southeast Asian Journal of Islamic Education Management
Roni Harsoyo
STAI Miftahul Ula Nglawak Kertosono Nganjuk
Education Social Sciences Other

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

Found 3 Documents
Search

 1 
Model Pengembangan Mutu Pendidikan (Tinjauan Konsep Mutu Kaoru Ishikawa) Roni Harsoyo
Southeast Asian Journal of Islamic Education Management Vol. 2 No. 1 (2021): Manajemen Pendidikan Islam
Publisher : Universitas Islam Negeri Kiai Ageng Muhammad Besari Ponorogo (previously known as IAIN Ponorogo)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21154/sajiem.v2i1.44

Abstract

The purpose of writing this article is to examine the concept of improving the quality of Kaoru Ishikawa and its implementation in improving the quality of education. Quality according to Ishikawa is customer satisfaction and quality is not only product quality but also includes people, processes, and every aspect of the organization. The quality improvement effort made by Ishikawa is by implementing a Quality Control system. In this effort, Ishikawa recommends establishing a QC Circle and the use of basic quality tools, one of which is the Cause and Effect Diagram. This Ishikawa quality concept can be implemented in education, including: 1) Improving the Quality of Education Output through Quality Control; and 2) The basis for formulating a strategy to improve the quality of education based on cause and effect. The concept of Ishikawa quality improvement provides motivation for educational institutions to carry out good quality management, one of which is consistency in carrying out quality control through the formation of a QC Circle and the use of quality control tools, one of which is the Cause and Effect Diagram. Thus, educational institutions can improve their quality by knowing the root causes of the problems that occur and determining the appropriate quality improvement strategy.
Teori Kepemimpinan Transformasional Bernard M. Bass dan Aplikasinya Dalam Peningkatan Mutu Lembaga Pendidikan Islam Roni Harsoyo
Southeast Asian Journal of Islamic Education Management Vol. 3 No. 2 (2022): Manajemen Pendidikan Islam
Publisher : Universitas Islam Negeri Kiai Ageng Muhammad Besari Ponorogo (previously known as IAIN Ponorogo)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21154/sajiem.v3i2.112

Abstract

Effective leadership is needed in order to be able to bring about significant changes in (Islamic) educational institutions in order to improve the quality of their services. One of them is transformational leadership initiated by Bernard M. Bass which is still popular today and continues to be developed and applied to Islamic educational institutions. The results of a search through literature research show that: 1) Transformational leadership inspires followers to commit to the vision and goals of the organization, provides challenges to become innovative problem solvers, and develops the capacity of followers through coaching, guidance, and providing challenges and support; 2) Components of transformational leadership: Idealized Influence (II), Inspirational Motivation (IM), Intellectual Stimulation (IS), and Individualized Consideration (IC); 3) The effectiveness of transformational leadership: increasing creativity, overcoming stress/crisis, implementing change, and developing leaders; 4) Criticism of transformational leadership theory: (a) it is elitist and anti-democratic, and places too much emphasis on the 'heroic' aspect of leadership; (b) has the potential to be abused; (c) personality traits or personal tendencies that may be difficult to change; (d) lack of conceptual clarity regarding the various components of transformational leadership; and (e) the lack of specification of transformational leaders influence followers and under what conditions emerge and are effective; 5) The ability of school/madrasah principals to properly implement Bernard M. Bass's transformational leadership theory through his 4I’s in an Islamic educational institution, will be able to improve the quality of education and make schools/madrasas effective.   Keywords: Theory of transformational leadership, Bernard M. Bass, Quality of Islamic educational institutions
Supervisi Pendidikan Berbasis Profetik Perspektif Al-Qur’an Roni Harsoyo
Southeast Asian Journal of Islamic Education Management Vol. 5 No. 1 (2024): Manajemen Pendidikan Islam
Publisher : Universitas Islam Negeri Kiai Ageng Muhammad Besari Ponorogo (previously known as IAIN Ponorogo)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21154/sajiem.v5i1.299

Abstract

Educational supervision as one form of effort in one of the functions of educational management plays a very strategic role in placing each educational program so that it remains on track in its implementation. However, the facts show that the implementation of educational supervision has not been maximized, there are still many obstacles faced so that it is ineffective and does not have a significant impact on improving the quality of education. So that a new breakthrough is needed in educational supervision that does not only focus on academic achievement, but also on the formation of a whole, characterful, and highly moral human being. Namely by implementing prophetic-based educational supervision. Through a qualitative descriptive approach in the form of a library research, this article aims to describe the prophetic values ??contained in the Qur'an that can be implemented in the educational supervision process. The results of the search found that; The prophetic values ??that can be developed in educational supervision are: 1) Supervisors in carrying out supervision must be based on monotheism, honesty, justice, wisdom and trustworthiness, provide examples, advise ma'ruf, deliberation and politeness, cooperative/cooperation, and constructive and creative; 2) The target/object of supervision must have the intention to improve themselves, be honest and not manipulate, and accept it as a form of practice.
Co-Authors