The study aims to describe the community participation in education. Research using qualitative methods, with a phenomenological approach. Subjects of research include: chairman of the foundation, headmaster, head of the panel madrasah, teachers, parents, donors, community leaders, religious leaders, education observers / NGOs, and education experts. The results showed: (1) Public participation in education form of financial and non financial; (2) Patterns of community participation in education there is a direct and representative; (3) Factors that affect the community participation in the provision of education for the culture of boading schools are different from boarding schools in general, the alumni are scattered in various professions, managerial capabilities foundation’s president modernize madrassas, status and position of a person, a strategic location, communication, economy, gender, age, old habitation, and the opportunity to participate; and (4) Impact of community participation in education is positive and negative.
PT. Telkom Digital and Next Business Department is a supporting institution in PT Telkom Indonesia, one of the State-Owned Enterprises (BUMN) engaged in the telecommunications and information industry. Since the world has experienced broad cultural, social, and economic changes based on increasing digital technology, reliable resources are needed regarding employee performance. This study aims to analyze the influence of digital leadership, digital culture, organizational learning, innovation on employee performance at PT. Telkom Digital Next Business Department. This study uses a quantitative approach with the Partial Least Square (PLS) technique with one of the alternative methods of Structural Equation Modeling (SEM). The research sample is the employees of PT. Telkom Digital and Next Business Department, totaling 160 employees with a population of 306 employees located in Jakarta and Bandung. Empirically the research results show that digital leadership does not directly affect employee performance, digital culture does not directly affect employee performance, organizational learning does not directly affect employee performance, and innovation has a direct positive effect on employee performance. Furthermore, Digital Leadership has a direct positive effect on Innovation, then Digital Culture does not directly affect Innovation, Organizational learning has a direct positive effect on innovation.
The objective of this research was to determine the effect of supportive leadership, learning culture, and responsibility to job job performance of teacher’s in South Tangerang. The research was conducted by using a survey method with path analysis applied on testing hypothesis. The target population size of this research is 454 of teachers. Research samples selected as much as 213 teachers using simple random sampling technique. Based on this research of data obtained the following conclusions: (1) the supportive leadership has positive direct effect to job job performance, (2) the learning culture as positive direct effect to job job performance, (3) responsibility has positive direct effect to job job performance, (4) the supportive leadership has positive direct effect to responsibility,(5) learning culture have positive direct effect to responsibility, (6) the supportive leadership has positive direct effect to learning culture. The conclusion is that the teacher’s job job performance is effected by the supportive leadership, learning culture, and teacher’s responsibility.
The objective of the research is to obtain information about the influence of leadership, organization culture and motivation on the job performance of state primary school principals in South Tangerang, Banten. The research made use of a survey method comprising of path analysis and testing hypothesis. Seventy principals were randomly selected from a total of one hundred fifty nine using Slovin formula. The result of the study reveals that there is direct effect of leadership, organization culture, and motivation on job performance, as well as leadership, and organization culture on motivation. Therefore, the principals' job performance can be enhanced by leadership, organization culture and motivation.
Keywords : Supervision, Work Enviornment, Training, Learning Organization, And Managerial EffectivitnessSchools as formal educational institutions have a very strategic position in the formation of basic attitudes of learners, therefore in schools need to create a climate and educational environment that is fun, orderly and comfortable. The creation of mission vision is very dependent on the ability of the principal in carrying out his duties as a leader and in managing the educational institution.Currently the government is focusing on improving the quality of education, the fate of schools and private madrasah actually have difficulty to improve the quality of education. For public schools or private schools that have a strong brand in the community, that is not the case, but it is not the case with private schools of interest to the public. Every new school year is always overwhelmed with worries, unable to capture students in line with expectations. Private Schools must struggle to defend, strive and strive to keep their schools of interest public. Moreover, students prefer public schools rather than choose to study in private schools. Private schools must work hard to improve their management in accordance with the expectations of the community. The problem of the shortage of students which is now experienced by many private schools is one of the causes is the poor managerial ability of the principal. Whereas the principal is required to play the managerial role in ensuring the learning process is going well.Managerial effectiveness is a measure of the degree to which a manager sets goals to achieve by his organization and the degree to which the organization can achieve those goals. Arikunto (2004: 4) states that supervision can be interpreted as "looking from above" so that it can be interpreted as an activity undertaken by supervisors and employees as officers domiciled above or higher than employees to see or supervise the work of employees. Furthermore, Arikunto asserted that the main activity of supervision is to conduct coaching-to the employee for the quality of work increases.
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