Idaarah: Jurnal Manajemen Pendidikan
Islamic Education Management, leadership, school management, knowledge management which covers textual and fieldwork investigation with various perspectives of Education, philosophy, history, theology, sociology, anthropology, political science and others.
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<![CDATA[SUPERVISI AKADEMIK VERSUS KUALITAS PEMBELAJARAN ]]>
<![CDATA[Ermi Sola]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.8407
<![CDATA[The effort of improving the quality of education is a real continuing action by stakeholders, educational institution, and educators. School as a formal place is a place to make “men” to be “human”. A meaningful learning asks teacher to maximize their competences (pedagogic, professional, behavior, and social) in learning process. The Government Regulation Number 19 about National Standard of Education Number 1 Verse 3 that every school does planning, assessing, and supervising of learning process in order to reach effective and efficient learning process. Supervision is one of a bunch of ways to create a meaningful learning through a well-planned and structured guidance by the principal. At the end, a qualified learning is mirrored from the professional teacher as it is in the Government Regulation Number 19 about National Standard of Education Number 19 Verse 1 about “Process” Standard says that learning process must be interactive, inspiration, fun, motivate students to actively participate and spaces to be creative. Those are related to the student’s talents and their physics and psychological development. ]]>
<![CDATA[KORELASI ANTARA BUDAYA ORGANISASI DENGAN KOMUNIKASI ORGANISASI DI MTSN 1 BONE ]]>
<![CDATA[Akram Akram]]>;
<![CDATA[Susdiyanto Susdiyanto]]>;
<![CDATA[Muhammad Yaumi]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.8083
<![CDATA[This study aims to: 1)describe the reality of organizational culture; 2)describe the reality of organizational communication; and 3)examine the correlation between organizational culture and organizational communication at Madrasah Tsanawiyah(Islamic Middle School) 1 Bone. This research uses quantitative methodology with correlational design to explain the research questions. The instrument used to measure the variabels of this study was a questionnaire then analyzed with descriptive statistics and inferntial statistics use analiysis of the product moment with SPSS version 21 software. The result of the study show in descriptive of organizational culture is in the very conducive category of 86,38% and organizational communication is in the good category of 83,05%. In addition, the analysis of inferential with correlation product moment analysis suggest that there is a positive and significant correlation between organizational culture and work climate, signified by correlation coefficient of 0,603%, which is at strong-level of correlation.]]>
<![CDATA[IMPLEMENTASI SISTEM MANAJEMEN KEUANGAN PENDIDIKAN ]]>
<![CDATA[Jamaluddin Iskandar]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.8133
<![CDATA[This paper aims to announce the implementation of finance education management. The immplemtation of school education financial management is usually carried out and implemented the functions of education financial management, especially the management of BOS funds, but is still constrained by peruses before the receipt of BOS funds and the slow disbursement of funds from determinants of policies that influence subsequent program. In accordance with this fact, the authors suggest that it is better to implement school financial management, especially in the management of BOS funds, to improve management systems in administrative management, especially in the collection of pedagogic data for completing the conditions for receiving BOS funds for schools so that plans can be implemented and the skills of the principal to find other funding sources to overcome the limited founds.]]>
<![CDATA[PERAN KEPEMIMPINAN KEPALA SEKOLAH DALAM IMPLEMENTASI KURIKULUM 2013 DI SMA MUHAMMADIYAH 3 YOGYAKARTA ]]>
<![CDATA[Shafa Ridha Sari Atsmara]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v2i2.6837
<![CDATA[Education is obligatory for all elements of society, be it formal or non formal education. A school principal has a duty and a very important role in the achievement of the objectives of education in the school. To learn more about the leadership of the principal, done research/observation through a live interview to the head of SMA Muhammadiyah 3 Yogyakarta. The themes raised in the study "the role of Principal Leadership in the implementation of the curriculum 2013 in SMA muhammadiyah 3 Yogyakarta". In this journal contained a study analyzing about the role and policies of the school principal in improving the quality of education through the efforts of the implementation of the curriculum 2013 in SMA Muhammadiyah 3 Yogyakarta with good. 2013 is the curriculum of a recently applied for two years in SMA Muhammadiyah 3 Yogyakarta. Therefore, the necessary role of the entire element in particular principal as leader of the highest in the school environment so that it can be applied to the curriculum entirely in 2013 SMA Muhammadiyah 3 Yogyakarta. ]]>
<![CDATA[TUGAS DAN FUNGSI MANAJEMEN PENDIDIK DAN TENAGA KEPENDIDIKAN ]]>
<![CDATA[Suarga ,]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.9794
<![CDATA[In particular the duties and functions of educators and education staff are based on Law No. 14 of 2007, namely as agents of learning to improve the quality of national education, development of science, technology, art, and service to the community. In article 6, it is mentioned: the position of teachers and instructors as professionals to implement the national education system and realize the goals of national education, namely developing the potential of students to become human beings who believe and to God Almighty, have noble character, are healthy, knowledgeable, capable, creative, independent, as well as being a citizen who is supported and responsible. Management of education staff to utilize effective and efficient education personnel to achieve optimal results but still in pleasant conditions]]>
<![CDATA[STUDI KASUS DALAM MENANGGULANGI KENAKALAN REMAJA MELALUI KOMUNIKASI KELUARGA ]]>
<![CDATA[Muliaty Amin]]>;
<![CDATA[Muh. Shuhufi]]>;
<![CDATA[Muh. Arif]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.9280
<![CDATA[This study discusses the family communication strategy in overcoming juvenile delinquency (motorcycle gang case study) in Manuba Village, Mallusetasi Subdistrict, Barru Regency, with the main problem is how the family communication strategy is used to tackle juvenile delinquency (motorcycle gang case study) and what are the inhibiting factors communication strategy for families in overcoming juvenile delinquency in Manuba Village, Mallusetasi Subdistrict, Barru Regency. Data analysis techniques, data reduction, data display and conclusion. The results showed that the strategy of family communication in overcoming juvenile delinquency in Manuba Village, Mallusetasi Subdistrict, Barru Regency was face-to-face communication with dialogue/discussion methods, role models and habits, attention and methods of advice. The barriers to communication between parents and adolescents are internal and external barriers. Internal barriers are personality factors while external barriers are environmental factors of society and excessive use of cell phones.]]>
<![CDATA[MANAJEMEN STRATEGIK MUTU PENDIDIKAN ]]>
<![CDATA[Baharuddin Baharuddin]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.9793
<![CDATA[School management with a strategic design is considered as successful if it is able to raise the quality of the processes and products of quality education and learning. Therefore the ability of the principal, school personnel and others who can implement a strategy in a school is very important, in relation to the ability of the principal as a leader and teacher as a professional who is responsible for the progress of students. The principal is required to have the ability to manage and formulate the development of the vision, mission and goals of the school and identify school programs that can support the learning process which includes curriculum, human resources, facilities and infrastructure, providing guidance for educators, and dynamic active participation from parents, including institutions / institutions that have concern for education.]]>
<![CDATA[MENINGKATKAN PERILAKU KEWARGAAN ORGANISASI BAGI GURU DAN TENAGA KEPENDIDIKAN ]]>
<![CDATA[Hardianto Hardianto]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.7281
<![CDATA[In carrying out their duties, teachers and education staff must have Organizational Citizenship Behavior (OCB) behavior. With the behavior of teachers and OCB education personnel, they will display behavior that exceeds the basic tasks assigned to them. This article uses the library study method. Data analysis using descriptive techniques. From the research results it is known that OCB behavior from teachers and education staff will make the school realize its vision well. Some of the factors that influence OCB teacher behavior are appreciation, job satisfaction, motivation, commitment and loyalty. Therefore the principal and the education office must pay attention to these factors so that the behavior of the teacher's OCB can always be improved.]]>
<![CDATA[PENGARUH PENGHARGAAN DAN KEPEMIMPINAN KEPALA SEKOLAH TERHADAP KINERJA GURU ]]>
<![CDATA[Kasmin Kasmin]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.9285
<![CDATA[Abstract: This study aims to find out how the leadership and respect of principals at Aroeppala Makassar Elementary School, how the teacher's performance at Aroeppala Makassar Elementary School, and how much influence the principal's leadership and appreciation has on the performance of teachers at Aroeppala Makassar Elementary School. This research is a quantitative study with an ex post facto type of research. Data collection methods used were observation, interviews, and questionnaires. Based on the results of the study it can be concluded that the headmaster's award and leadership are in the high category based on a total score of 52-70 (high category), the performance of teachers at Makassar Aroeppala Elementary School is in the high category based on a total score of 52-70 (high category); and the principal's appreciation and leadership has a positive effect on the performance of teachers in Makassar's Aroeppala Elementary School with a contribution of 61%.]]>
<![CDATA[MANAJEMEN SUMBER DAYA MANUSIA LEMBAGA PENDIDIKAN ]]>
<![CDATA[Nuraeni Nuraeni]]>
<![CDATA[ Idaarah: Jurnal Manajemen Pendidikan Vol 3 No 1 (2019): JUNE ]]>
Publisher : <![CDATA[Universitas Islam Negeri Alauddin Makassar ]]>
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DOI: 10.24252/idaarah.v3i1.9792
<![CDATA[One important area in education administration/management is related to human resources involved in the process of dynamics of educational institutions, such as teachers and education personnel, namely administrative/structural personnel. Educational human resource management is also called the management of educators and education. Management of educators and education is potential human resources who play a role in realizing national education goals. Starting from the teaching staff and education that entered the educational organization until finally stopping through the HR planning process covering recruitment, selection, placement, compensation, awards, education and training or development and dismissal. Quality of human resources educational institutions determine the results/products/graduates of the educational institution itself.]]>
