Penelitian ini bertujuan untuk mendeskripsikan, menganalisis dan menghasilkan solusi tentang perencanaan, pengorganisasian, pelaksanaan dan pengawasan, kendala, serta upaya untuk mengatasi kendala pada pemanfaatan sarana dan prasarana dalam mendukung pembelajaran yang efektif di SMKN 13 Bandung. Teori yang melandasi penelitian ini adalah teori manajemen yang dikemukakan oleh George R Terry meliputi Planning (Perencanaan), Organizing (Pengorganisasian), Actuating (Pelaksanaan) dan Controlling (Pengawasan). Prosedur penelitian yang digunakan adalah deskriptif analitik dengan pendekatan kualitatif, dan teknik pengumpulan data melalui wawancara, observasi dan studi dokumentasi. Hasil penelitian menunjukkan bahwa revitalisasi sarana dan prasarana pada kompetensi keahlian Kimia Analisis telah dilaksanakan sesuai ketentuan dan standar yang ditetapkan, hal ini terlihat dari kesungguhan sekolah dalam perencanaan, pengorganisasian, pelaksanaan dan pengawasan yang mengarah pada efektivitas pembelajaran produktif dan peningkatan kompetensi siswa SMK.
This study aims to determine: (1) the influence of the principal's leadership on the performance of West Jakarta Senior High School teachers, (2) the influence of organizational culture on the performance of West Jakarta State Senior High School teachers, (3) the influence of organizational commitment on the performance of West Jakarta State Senior High School teachers, (4 ) the influence of teacher competence on teacher performance at SMAN West Jakarta, and (5) the influence of principal leadership, organizational culture, organizational commitment and teacher competence on teacher performance at SMAN West Jakarta. This study uses a descriptive method with a quantitative approach. The population in this study were all teachers at SMAN West Jakarta, totaling 727 teachers, while the sample consisted of 100 teachers from 4 SMAN West Jakarta selected randomly. The research instrument used a Likert scale which was modified into 9 choices, consisting of 49 statement items spread over five research variables. The results of the analysis show (1) the principal's leadership has a positive and significant effect on teacher performance, with a fairly strong level of influence (2) organizational culture has a positive and significant effect on teacher performance, with a fairly strong level of influence (3) organizational commitment has a positive and significant effect on teacher performance. significant effect on teacher performance, with a strong level of influence (4) teacher competence has a positive and significant effect on teacher performance, with a strong level of influence and (5) principal leadership, organizational culture commitment and teacher competence together have a positive and significant effect on teacher performance, with a strong level of influence.
This study is motivated by low teacher performance at MTsN 3 and MTsN 4 Banjarmasin, such as: (a) the unpreparedness of the teachers in carrying out teaching, (b) a number of teachers do not have textbooks and do not arrange teaching units, (c) low basic skills, especially in evaluating learning processes. This study focused on 1) academic supervision policies and programs to improve teacher performance; 2) implementation of academic supervision policies and programs to improve teacher performance; 3) academic supervision problems to improve teacher performance; and 4) future solutions and improvements on the implementation of academic supervision to improve teacher performance at MTsN 3 and MTsN 4 Banjarmasin. This study used a qualitative approach with a case study method. Data were collected using interviews, observation, and document studies to then further analyzed using triangulation techniques. This study used management theory by Griffin and supervision theory by Daresh, and performance theory by Hersey & Blanchard. Based on the results; 1) academic supervision policies and programs were not optimal to improve teacher performance; 2) academic supervision policies and programs to improve teacher performance based on assessment aspects have been carried out, but administrative requirements for teacher performance appraisals have not been fulfilled; 3) implementation of academic supervision to improve teacher performance is faced with low mentality, infrastructure support, financing, and unclear division of academic supervision tasks, and 4) future solutions and improvements on implementation of academic supervision to improve teacher performance at MTsN 3 and MTsN 4 Banjarmasin is through providing clarity on planning, implementation, and evaluation of academic supervision to improve teacher performance. Thus, it can be concluded that the management of academic supervision to improve teacher performance has been carried out through management stages but is still not maximized to comply with national education standards.
This research is motivated by a description of the conditions in the field, the still weak leadership of pesantren in improving the character of santri in Sukabumi district. So that the focus of the problem in this research is directed at the kiyai's transformational leadership in improving the character of the santri. Various problems of transformational leadership style in improving the character of the santri depend on the leadership of the kiyai, if the kiyai in leading well using transformational leadership will have a positive impact on the character of the santri in the Assalam Islamic boarding school and the Assalafiyah Islamic boarding school, but on the contrary if the kiyai's transformational leadership is not good at leading the students, the character santri do not meet the expected standard. This study aims to analyze and find empirically about the kiyai's transformational leadership style in improving the character of santri in Islamic boarding schools Assalam and Islamic boarding schools Assalafiyah. The research process was carried out through the identification of phenomena that occurred in the leadership style of telling the kiyai's to improve the character of the santri, the selling leadership style of the kiyai's in improving the character of the santri, the leadership of the participating kiyai's in improving the character of the santri, the leadership style of delegating the kiyai's in improving the character of the santri, the obstacles faced by the style of transformational leadership in improving the character of students. The methods used for data collection are analytical descriptive methods and qualitative approaches with data collection techniques based on observations, interviews and data documentation from respondents. The results of this study are. 1. The telling leadership style is applied by kiyai's in improving the character education of students in Java. West especially in Assalam Islamic Boarding School and Assalafiyah Islamic Boarding School, because there are still many subordinates (asaatidz and stakeholders) who have not been able to interpret the goals of the pesantren in terms of tasks and performance. inability of subordinates seen in carrying out tasks without direction, and not confident. 2. The selling leadership style, the kiyai's attitude in relationship behavior seems to shift to be more pro-active in motivating and appreciating subordinates. Thus, the leader shows a lot of directing behavior and provides a lot of support. 3. Participating leadership style encourages followers to participate in two-way communication, and facilitates followers in decision making. Participating leadership style is proven to be applied by kiyai's. 4. The style of delegating (delegating) is applied when the maturity level of the subordinate is high because he is able and willing or confident in assuming responsibility, this style is chosen and applied by the kiyai's in improving the character education of santri in Islamic boarding schools in Assalam Islamic Boarding Schools and Assalafiyah Islamic Boarding Schools 5. Stylistic constraints transformational leadership in improving character education, namely in relationship behavior related to the attitudes and actions of subordinates personally and in groups in responding to work, such as employees having a smarter sense.
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