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All Journal ADIBA: Journal of Education Education Journal: General and Specific Research Cross-border JURNAL PENDIDIKAN DAN KEGURUAN Jurnal Pendidikan dan Keguruan CAPITALIS (JOURNAL OF SOCIAL SCIENCES) Jurnal Ilmu Pendidikan dan Kearifan Lokal (JIPKL) Humanitis (Jurnal Humaniora Sosial dan Bisnis)
Miranti Miranti
Sekolah Tinggi Ilmu Tarbiyah Syekh Muhammad Nafis Tabalong, Indonesia
Religion Humanities Education Languange, Linguistic, Communication & Media Mathematics Social Sciences Other

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PERAN KOMITE SEKOLAH DALAM MENINGKATKAN MUTU SARANA DAN PRASARANA PENDIDIKAN Miranti Miranti
CAPITALIS: JOURNAL OF SOCIAL SCIENCES Vol. 2 No. 2 (2025): CAPITALIS: JOURNAL OF SOCIAL SCIENCES
Publisher : Adisam Publisher

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Abstract

Committee school is self-supporting body that place role and society in order to upgrade, generalization, and efficiency of education management in set of good education at education of school progress, band of school education and also education band external school. Research Target this is the to Know role of school committee in facilities and basic facilities levying. Focus in research this is the; Role of school committee in facilities and basic facilities levying in SMAN 2 Halong. Researcher uses research method qualitative descriptive, data collecting technique as used in research this is the circumstantial interview, participant observation and documentation study. Technique of data validity uses triangulation. Result and conclusion in research this is the; Role of school committee in of vital importance levying of school facilities and basic facilities for by existence of acceptable medium then study activity can walk with maximal.
KEPEMIMPINAN KEPALA SEKOLAH DALAM IMPLEMENTASI MANAJEMEN BERBASIS SEKOLAH DI SMAN 1 PARINGIN Miranti Miranti
Jurnal Ilmu Pendidikan dan Kearifan Lokal Vol. 1 No. 5 (2023): Jurnal Ilmu Pendidikan dan Kearifan Lokal (JIPKL)
Publisher : CV. ADIBA ASIHA AMIRA

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Abstract

One of the educational problems facing our nation is the quality of education. Various efforts have been made to improve the quality of national education, including through various trainings and improving teacher competence, procuring books and learning tools, improving educational facilities and infrastructure, and improving the quality of school management. Leadership is one of the factors that determine the success of SBM implementation. School-Based Management gives flexibility to schools to manage their potential by involving all stakeholders to improve the quality of the school. Because the school has such broad authority, the presence of a leader figure is very important. Understanding of the nature of leadership. In implementing SBM, school principals need to have strong, participatory and democratic capabilities. This research uses a qualitative approach in a descriptive form. The use of descriptive methods in this study with the aim of describing an implementation of school principal leadership in implementing school-based management by first analyzing the implementation process. The implementation of School Based Management (SBM) at SMAN 1 Paringin is participatory. This management gives authority from the school, and then the school delegates it to each teacher and its employees. All teachers and employees feel involved from planning, implementing, and evaluating school programs. The principle of decentralization views that problems that arise in schools will be adjusted as best as possible if the solution is left to the party closest to the existence of the problem. In solving educational problems in schools, those who know the most about the problem are the school members themselves, especially teachers, staff, principals and parents of students. The application of participatory management improves the quality and service of education so that SMAN 1 Paringin can compete and produce quality graduates both academically and non-academically. SBM will work well if school members have initiative in carrying out their work and each individual's initiative is valued. As for what happened at SMAN 1 Paringin, there was still a lack of initiative by school members due to a lack of sense of belonging to the school.
MANAJEMEN SARANA DAN PRASARANA DI SMAN 1 AWAYAN Miranti Miranti
Jurnal Ilmu Pendidikan dan Kearifan Lokal Vol. 2 No. 1 (2023): Jurnal Ilmu Pendidikan dan Kearifan Lokal (JIPKL)
Publisher : CV. ADIBA ASIHA AMIRA

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Abstract

Management of facilities and infrastructure is an activity of managing facilities and infrastructure carried out by schools in an effort to support all activities, both learning activities and other activities so that all activities run smoothly and with the aim of using and maintaining facilities and infrastructure effectively and efficiently and always in ready condition. wear when required by all school personnel. This study aims to describe the results of research regarding: 1) planning of facilities and infrastructure; 2) Procurement of facilities and infrastructure; 3) Maintenance of educational facilities and infrastructure at SMAN 1 Awayan. This research is a descriptive research with a qualitative approach research method. The subjects of this study were the school principal, school treasurer and deputy for school facilities and infrastructure. Data collection techniques with interviews, observation, document study. Test the validity of the data with method triangulation and source triangulation. Data analysis uses the Miles and Huberman model, namely data reduction, data presentation, and drawing conclusions. Based on the data analysis that has been done, the research results show the following; First, the planning of facilities and infrastructure at SMAN 1 Awayan does not always take into account the existing needs. Schools do not always see the needs that exist. In the two stages of procurement, in this stage SMAN 1 Awayan always adjusts to the plans that have been prepared. The three stages of maintaining facilities and infrastructure at SMAN 1 Awayan are checking the existing facilities and infrastructure, to see the condition and condition of the facilities and infrastructure that they feel need to be repaired.
PENGARUH KEPEMIMPINAN TRANSFORMASIONALONAL KEPALA SEKOLAH DAN MOTIVASI KERJA TERHADAP KINERJA GURU PADA SEKOLAH BERBASIS AGAMA DI BALANGAN(STUDI KASUS PADA SMAN 2 HALONG) Miranti Miranti
Jurnal Ilmu Pendidikan dan Kearifan Lokal Vol. 2 No. 1 (2023): Jurnal Ilmu Pendidikan dan Kearifan Lokal (JIPKL)
Publisher : CV. ADIBA ASIHA AMIRA

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Abstract

Principal leadership is a person's ability in the process of influencing, guiding, encouraging, moving and directing others in terms of learning and can run effectively. Work motivation is something that creates enthusiasm or encouragement to work. Teacher performance is also a factor that determines the quality or not of a school institution. From the explanation above, the author writes the formulation of the problem, namely whether there is an influence of transformational leadership of school principals and work motivation on teacher performance in religion-based schools at SMAN 2 Halong. The purpose of this study was to determine the effect of the principal's transformational leadership and work motivation on teacher performance in a religion-based school at SMAN 2 Halong. This type of research uses a quantitative descriptive approach. The purpose of quantitative research is to develop and use mathematical models, theories and hypotheses related to natural phenomena. As for the population in this study, all teachers were used, and the sample used in this study was a saturated sample, namely all teachers at SMAN 2 Halong. The data analysis technique used to test the hypothesis is simple regression analysis with multiple regression, t test and F test. The results show that there is an effect of transformational leadership on religion-based schools at SMAN 2 Halong, that the results of the X1 variable test on Y show the result t count is 2.047 > t table 1.66 with a significant level of 0.043 <0.05, Transformational Leadership (X1) has a partial effect on religion-based schools (Y).
STRATEGI MANAJEMEN PEMBIAYAAN DALAM MENGELOLA DANA BEASISWA DI SMAN 1 AWAYAN Miranti Miranti
Jurnal Ilmu Pendidikan dan Kearifan Lokal Vol. 3 No. 6 (2025): Jurnal Ilmu Pendidikan dan Kearifan Lokal (JIPKL)
Publisher : CV. ADIBA ASIHA AMIRA

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Abstract

Effective management of scholarship funds is essential to ensure that educational assistance is on target and sustainable. SMAN 1 Awayan implements a financing management strategy to improve transparency and efficiency in managing scholarship funds. This study aims to analyze the financing management strategy in managing scholarship funds at the school, focusing on planning, recipient selection, distribution, and program evaluation. This study uses a qualitative method with a case study approach. Data were collected through interviews with the school, analysis of financial documents, and observation of the implementation of the scholarship program. Data analysis techniques involve data reduction, data presentation, and drawing conclusions. The results of the study indicate that SMAN 1 Awayan implements needs-based planning with systematic recording. Recipient selection is carried out transparently based on academic achievement and economic conditions. Fund distribution is carried out through bank transfers to avoid misuse. Periodic evaluations are carried out to ensure the effectiveness of the program. This strategy has been proven to be able to increase student learning motivation, improve academic achievement, and reduce dropout rates. In conclusion, a systematic and transparent financing management strategy contributes to the effectiveness of scholarship fund management. Recommendations for schools are to improve the monitoring and evaluation system to strengthen the sustainability of the scholarship program
STRATEGI KEPALA MADRASAH DALAM MENGAPLIKASIKAN VISI DAN MISI MTSN 5 TABALONG Miranti Miranti
HUMANITIS: Jurnal Homaniora, Sosial dan Bisnis Vol. 1 No. 1 (2023): HUMANITIS : Jurnal Humaniora, Sosial dan Bisnis
Publisher : ADISAM PUBLISHER

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Abstract

A good strategy from the principal in applying the vision and mission is highly expected, in order to improve the quality of the school. Therefore it is necessary to formulate long-term and short-term programs in achieving its goals. Based on this statement, the formulation of the problem in this study is how was the strategy carried out by the head of the madrasah in applying the Vision and Mission at MTsN 5 Tabalong?, and what are the long and short term goals and programs that have been carried out by the Head of MTsN 5 Tabalong?. The goal to be achieved is to find out the achievement of the strategy carried out by the head of the madrasa in applying the Vision and Mission at MTsN 5 Tabalong and the long and short term goals and programs that have been carried out by the Head of MTsN 5 Tabalong. This type of research is field research and the approach taken is a qualitative approach. The object of this research is the strategy carried out by the madrasa head in applying the vision and mission at MTsN 5 Tabalong and the subjects of this research are the head of MTsN 5 Tabalong and 3 teachers at MTsN 5 Tabalong. The data collection techniques are carried out by means of interviews, observation and documentaries. Data processing techniques using data reduction, data display and data verification and data analysis using descriptive qualitative. The results of this study indicate that the madrasa head's strategy in applying the vision and mission at MTsN 5 Tabalong is illustrated in the following description: 1) The achievement of the strategy carried out by the madrasah head in applying the vision and mission is by using several strategies in achieving the existing vision and mission and apply the vision and mission by determining and assigning madrasah residents according to their respective fields. The head of MTsN 5 Tabalong is also always active in all activities at the madrasa and is even the first person in protecting his citizens, because he not only governs, but is also directly involved in it. 2) The long-term goal is to make MTsN 5 Tabalong the leading MTsN in Tabalong Regency in 2030. The short-term program is achieved within 1 to 5 years and this is illustrated by the existing vision and mission. While the programs that have been implemented include participating in competitions at the district and provincial levels and even at the national level, involving teachers in teacher training, and having extra curriculars fostered by competent people
PERAN MANAJERIAL KEPALA SEKOLAH DALAM MENINGKATKAN MUTU PROFESIONALISME GURU DI SMAN 1 PARINGIN Miranti Miranti
HUMANITIS: Jurnal Homaniora, Sosial dan Bisnis Vol. 1 No. 1 (2023): HUMANITIS : Jurnal Humaniora, Sosial dan Bisnis
Publisher : ADISAM PUBLISHER

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Abstract

The principal is a leader, mover, motivator, planner, evaluator, and various other names that have deep meaning as a manager. With the words of this leader, the entire school line is under his responsibility. The principal also holds responsibility for the management of all elements within the institution. The elements of this institution include teaching staff, educational staff and all students who will obey and obey the school principal. The principal himself has several functions. But the main function of the principal is managerial. The managerial functions of school principals include planning, implementing, and evaluating or better known as POAC (Planning, Organizing, Actuating, Controlling). This managerial function also supports all elements within the institution, one of which is for educators. Educators are the parties who directly carry out the educational process, so the managerial role of the school principal in increasing the professionalism of teaching staff is very much needed in an institution. This study aims to find out 1) How school principals develop a program to improve the quality of teacher professionalism at SMAN 1 Paringin, 2) How school principals implement a program to improve the quality of teacher professionalism at SMAN 1 Paringin, 3) How school principals evaluate programs to improve the quality of teacher professionalism at SMAN 1 Paringin. The method used by the author in this research is qualitative research, in which data is obtained from people and behavior that can be observed through interviews, observation and documentation. Who seek to research or conduct observational studies. From the results of research at SMAN 1 Paringin it can be concluded as follows: 1) The school principal prepares a strategic plan in which short term, medium term and long term programs. The preparation was carried out together with a team consisting of 6 components, namely the principal, teacher, Ka. TU, committee, representatives of student guardians and educational resource persons. 2) The implementation of the program went well even though there were obstacles and factors that bound the program participants, so that the program could run according to the plan with a percentage of 60-85%. 3) The school principal always controls the entire series of programs and evaluates various programs, such as long- term programs, is reviewed at every meeting and revised as needed
MANAJEMEN PROGRAM UKS DALAM PENDIDIKAN KESEHATAN DI SMAN 1 AWAYAN Miranti Miranti
HUMANITIS: Jurnal Homaniora, Sosial dan Bisnis Vol. 1 No. 1 (2023): HUMANITIS : Jurnal Humaniora, Sosial dan Bisnis
Publisher : ADISAM PUBLISHER

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Abstract

School Health Efforts are the main channel of health education in schools to improve healthy living skills and shape healthy living behaviors, which will produce optimal student health degrees. The UKS program is implemented through the TRIAS UKS program, namely health education, health services, and fostering a healthy environment. This study aims to determine the management of the UKS program in health education and to find out the obstacles in the management of the UKS program in health education at SMAN 1 Awayan. This type of research is field research with a qualitative descriptive method. The research subjects were UKS coaches, PMR coaches and school principals. Data collection techniques include the results of observations, interviews and documentation. Data analysis techniques by doing data reduction, data presentation and drawing conclusions. The results of the UKS program management research in Health Education at SMAN 1 Awayan has gone well with the health education program covering social service activities, classroom cleaning competitions, health education, health service skills training, school health cadre activities (little doctor, PMR, school pickets) and healthy school competitions. In planning the UKS program in health education, all members of the school are involved, meaning this is not the task of the UKS coordinator, but there are other parties involved, such as the education office, the nearest health center, subdistrict, and the service for women's empowerment and child protection, population control and family planning who assist in that matter. Organizing this in accordance with decisions that have been determined jointly in the meeting forum according to the respective coordinators. Controlling all these activities is carried out every 3 months or at the beginning of the learning year according to the time available. Whereas the obstacles in the management of the UKS Program in Health Education at SMAN 1 Awayan are the UKS rooms and the limited land and school funding to make it.
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