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All Journal Discovery : Jurnal Ilmu Pengetahuan ENGGANG Jurnal Pendidikan, Bahasa, Sastra, Seni, dan Budaya
Dr. Hj. Mardiyah, M.Ag
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Arts Computer Science & IT Control & Systems Engineering Economics, Econometrics & Finance Education Electrical & Electronics Engineering Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Mathematics Other

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PEMBERDAYAAN GURU MADRASAH IBTIDAIYAH MELALUI TRANSFORMASI MANAJEMEN MUTU SUMBER DAYA MANUSIA (SDM) GUNA MENINGKATKAN MUTU MADRASAH SE KECAMATAN DIWEK KABUPATEN JOMBANG Dr. Hj. Mardiyah, M.Ag; Qamariyah, M..PdI, Lailatul; Aminuddin Aziz, M.PdI, Abdullah
Discovery Vol 1 No 01 (2016): Discovery Vol. 1 No. 01 Tahun 2016
Publisher : Lembaga Penelitian dan Pengabdian Masyarakat (LPPM) Universitas Hasyim Asy'ari (Unhasy)

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Abstract

The success of education at the school is largely determined by success in managingthe head of the educational staff in schools/madrasah. Principals have responsibilityfor improving the quality of teachers in achieving its objectives in addition to thegovernment's obligations. Implementation of management education personnel(teachers and staff) in Indonesia according Mulyasa, at least include; workforce planning, procurement personnel, dismissal of personnel, coaching and development, promotion and assessment. Activities meant to show that the provision of teachers aseducators very great concern in efforts to achieve the quality of the success of learners.Quality Management aims to develop human resources empowerment of teachers whoare expected to engage actively pushing to improve the quality of schools/madrasah.This devotion performed on MI Urwatul Wusqo PP. Al-Urwatul Wutsqo Bulurejo, MIPerguruan Muallimat in PP Walisongo Cukir, MI Tarbiyatul Aulad Bandung inGebang Malang Bandung and MI Ar-Rohman Nglaban Bendet. Relative activity ofteacher empowerment through developing quality human resources managementmodel in order to improve the quality of madrasah in Sub district Diwek Jombang, canbe summarized as follows: 1. In the beginning, the madrasah four management modelsare clerical, after empowering the community service program, the fourth madrasahmanagement models to increase to managerial model. 2. Subject devotion capable ofimplementing the quality management model of human resources fitted to thecharacteristics of each institution. 3. The quality of human resources managementmodel developed by Principals effective enough to increase the empowerment ofteachers in the fourth MI. 4. The research subjects were able to understand the qualityof human resources management capabilities and strength of institutions in improvingteacher quality through the transformation of the quality management of humanresources. 5. The research subjects understand their duties and functions as teachers(institution Asset, facilitator, motivator, mediator, and creator) in the teaching andlearning process.  
MANAJEMEN KONFLIK DI MADRASAH/SEKOLAH Rachmadonna Retno Anggraeny; Muhammad Afif Nurochim; Dr. Hj. Mardiyah, M.Ag
ENGGANG: Jurnal Pendidikan, Bahasa, Sastra, Seni, dan Budaya Vol. 3 No. 2 (2023): Juni: Jurnal Pendidikan, Bahasa, Sastra, Seni, dan Budaya
Publisher : FKIP, Universitas Palangka Raya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37304/enggang.v3i2.12198

Abstract

In any organization, there will be conflict. The principle is that the highest ranking official in the school, if appropriate to determine the circumstances that led to the dispute. The different ways concepts are interpreted, the conflicting goals and objectives that must be met, and the misalignment between the two caused by a lack of resources all work to the strength or shape advantage of one party at the expense of the other. Inadequate organizational and communication resources can lead to ugly conflicts, differences in traits, values, and perceptions, task interdependence, pay systems, and limited organizational resources. Using negotiation as a conflict resolution tactic Here, two processes are suggested. Opposing groups get together to discuss their disagreements and try to reach an understanding by making offers, counter-offers, and compromises. Third party mediators, or invite third parties to take a neutral stance to help the disputing parties reach a settlement; third party negotiators, or invite third parties who are specialists in tenders and negotiations. the dispute, and authorized agents or third parties. resolve disputes between conflicting parties
Co-Authors Aminuddin Aziz, M.PdI, Abdullah Muhammad Afif Nurochim Qamariyah, M..PdI, Lailatul Rachmadonna Retno Anggraeny