The curriculum is the 'key factor' of education and therefore has an important role in facilitating the process of optimal learning. In addition, the curriculum is also a major component in the success of achieving educational goals. The 2013 curriculum is a renewal curriculum from the previous curriculum and has been implemented in Indonesia since 2013. This article explains how the readiness and reliability of the Indonesian education curriculum in preparing students to be able to read various opportunities and be ready to face the challenges of the era of society 5.0. There is great hope that the substance of the curriculum owned by Indonesia can be relevant to the development of science, technology and social so that educational values can be instilled in students in social life in society in the era of society 5.0 which is conditional on the concept of a human-centered and technology-based society.
The context of this research is the biggest challenge of schools/’madrasah’ in carrying out the mandate related to the quality of education which is a measure of the success of the implementation of education, one of which is to shape the character/personality of students through inheritance of cultural values. In educational institutions, organizational culture (values, habits, and positive attitudes) will be a strong non-material capital strength for the realization of excellent educational institutions. This study aims to describe the organizational culture developed by SDIT Darul Falah Sukorejo Ponorogo which makes it one of the leading schools in Ponorogo Regency. This type of research is descriptive qualitative research based on field research. The results showed that the organizational culture developed by SDIT Darul Falah included: 1) at the institutional level which included weekly meetings, field meetings, routine recitals every Ahad Wage, One Day One Information (ODOI), educational visits and flag ceremonies every Monday; 2) at the level of educators and educational staff which includes bina nafsiyah, tahsin al-Qur'an, professional development; and 3) at the student level which includes bina nafsiyah, reading the Koran with the Ummi Method, congregational prayers, manners, queuing, independent, disciplined, One Day One Thousand (ODOT), skilled, healthy living, clean and beautiful.
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
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.
Along with the frequent social conflicts in Indonesia, the multicultural reality of this country is becoming increasingly urgent to be reconstructed so that it can become an "integrating force" for the future of this nation, especially through the education sector. In that context, Madrasah Ibtidaiyah Nahdlatul Ulama (MINU) Bangil Pasuruan, East Java, is a "lantern" for Indonesia's future multiculturalism that has implemented multicultural education management well. It involves various religious and ethnic cultural organizations, such as NU, Muhammadiyah, and others. Also, there are several ethnic groups like Javanese, Sundanese, Madurese, and Chinese. This qualitative research with a phenomenological approach-case study attempts to analyze the implementation of multicultural education management to develop conflict resolution learning at MINU Bangil Pasuruan. This research shows that the application of multicultural education management is running well with the main learning models based on visiting culture class learning. Meanwhile, the impact of multicultural education management includes 1) the life and interpersonal relationships of the entire academic community and the environment of educational institutions becoming more harmonious and inclusive, despite the ethnic plurality in the community; and 2) the learning process becomes more enjoyable and effective because it is supported by the growing sense of belonging and love between teachers and students.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.