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All Journal Madrasah: Jurnal Pendidikan dan Pembelajaran Dasar J-PAI: Jurnal Pendidikan Agama Islam PEDAGOGIK : JURNAL PENDIDIKAN MANAGERIA: Jurnal Manajemen Pendidikan Islam
Muh. Hambali
Fakultas Tarbiyah UIN Maulana Malik Ibrahim Malang
Education

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Kepemimpinan Berbasis Core Values Sekolah Unggulan di Malang Hambali, Muh.
MANAGERIA: Jurnal Manajemen Pendidikan Islam Vol 2 No 1 (2017)
Publisher : Prodi Manajemen Pendidikan Islam FITK UIN Sunan Kalijaga Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (693.062 KB) | DOI: 10.14421/manageria.2017.21-02

Abstract

 AbstractVortex of globalization necessitates a school establishes certain advantages and challenges of the proliferation of educational institutions, if private schools are not improving the human resource and does not indicate a particular advantage innovations from other schools will be degraded public trust. A school principal requires a model of leadership in creating a level of trust and quality of academic services that exceed the expectations of internal and external school school. School leadership puts the organization a competitive advantage as a core value as the value inherent in a school community. The competitive advantage of the organization is how the organization creates value service performance advantages of low cost and product differentiation. Two such approaches are needed schools that want to deliver maximum quality academic services and demonstrate excellence by means of efficiency. The goal is to assess school leadership based on core values, characteristics of quality implementation in schools and the implementation of the concept of quality assurance systems. Three objectives are based on research and discussion of literature that leadership with the guarantee is related to the value system that was built through the vision that inspired each school community. The vision of leadership based on values ​​that are mutually agreed upon has spawned a school of excellence amidst the proliferation of educational institutions. Educational institutions are not seen as a social investment, but the institution has become a noble industry. Based on the explanation, the leadership of principals need to have different perspectives on quality assurance paradigm is very different between the service field service with the service areas of goods. Notch education that are in the area of ​​services.Keywords:  core values-based leadership, excellent schools
STRATEGI GURU MADRASAH MENINGKATKAN MUTU PEMBELAJARAN ERA DISRUPSI DI KEDIRI Pristian, Dhendi; Hambali, Muh.
J-PAI: Jurnal Pendidikan Agama Islam JPAI Vol. 5 No. 2 Januari-Juni 2019
Publisher : Universitas Islam Negeri Maulana Malik Ibrahim Malang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18860/jpai.v5i2.7172

Abstract

Learning quality is the determinant of service in a madrasah. The teacher who has an educational position, instilling values that uphold civilization does not merely transfer knowledge from the teacher to students in the classroom. In this disruption era, artificial intelligence emerged which replaced the teacher's position in the matter of transferring knowledge. The condition of information technology innovation continues to experience rapid development in the era of industrial revolution 4.0. The impact is that teachers need mastery of pedagogy based on the use of strategies and online learning resources. The learning model must be carried out by madrasah teachers when they want qualified graduates, for this reason teachers are needed to be able to manage learning in the madrasah so that student and output inputs of students have relations with the challenges faced. . The objectives of this study are: First, describe and analyze the model of planning, implementation and strategy of madrasah teachers to improve the quality of graduates in MAN 1 and MAN 2 Kota Kediri. qualitative approach, as for the type of case study research with a multicase study design. Research Results in these two madrasah are: First, the concept of planning is a) making teamwork and choosing needs according to vision and mission, b) inviting teacher speakers who excel, c) designing meaningful learning that is short term, long term according to the vision, mission and goals madrasah, d) make a program and determine policy, e) check and revise the plan. Second, the steps of Implementation are: a) Commitment, b) teamwork, c) Communication, d) Implementation of programs is 1) improvement of the quality of mix-based subject teachers, 2) improving the quality of learning, 3) improving service quality and development curriculum, 4) improvement of academic and non-academic achievements.Keywords : Strategy; Teacher of Madrasah; Graduate Quality and Era disruption
EKSTRAKURIKULER KEAGAMAAN TERHADAP PEMBENTUKAN KARAKTER RELIGIUS PESERTA DIDIK DI KOTA MAJAPAHIT Hambali, Muh.; Yulianti, Eva
PEDAGOGIK : JURNAL PENDIDIKAN Vol 5, No 2 (2018): PENGEMBANGAN PEMBELAJARAN
Publisher : Nurul Jadid University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (217.356 KB) | DOI: 10.33650/pjp.v5i2.380

Abstract

Formal education is a conscious effort that has been carried out by managers of educational organizations. This education empties into the learning process of cognitive aspects, the ability to achieve academic achievements and tested through written examinations in school. Formal education has limitations reaching the affective and psychomotor aspects of students. These two aspects have a realm for presenting superior and high personality characters. Education should bring the character of students in accordance with the expectations of the vision and mission of the educational institution. These problems need to take steps to establish religious extracurricular activities in the form of Islamic Day and routine prayer services in schools so that they can form personalities based on religious values and norms. This study uses a qualitative research approach and the type uses case studies. This research was conducted at the Brawijaya Mojokerto Islamic Middle School which aims to determine the planning of religious extracurricular programs in schools, religious extracurricular activities in efforts to shape the religious character of students in schools, and evaluate the religious extracurricular implementation of the formation of religious character of students in schools.
ORGANISASI SEKOLAH YANG VISIONER Hambali, Muh.
Madrasah: Jurnal Pendidikan dan Pembelajaran Dasar Vol 5, No 2 (2013): Madrasah: Jurnal Pendidikan dan Pembelajaran Dasar
Publisher : Fakultas Ilmu Tarbiyah dan Keguruan Universitas Islam Negeri Maulana Malik Ibrahim Malang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18860/jt.v6i2.3342

Abstract

School organization is an institution that manages aspects of knowledge, attitude, and skills of students. The organization not only has responsible about learning, but also responsible about condition of school that encourage changes in how to manage the headmaster. Headmaster is the main driver of school organization. To be visionary school organization needs the characteristic of organization both of mechanic and organic. Headmaster needs strong capacity to encourage the organization to achieve dynamic tradition and competency at school. That condition has impacts towards structure and culture at school that can respond to the expectation andchallenges in the future. Headmasters who have visionary leadership can manage challenge to be expectation to achieve the goal of school. Besides that, headmaster tries to inspire the stakeholders to be the center of changes every time in order to adapt to technological developments and the needs of industrial society. School organization reflcts the combination between individuals who have the same dream. The duty of headmaster is realizing the expectations ofvision and mission of school. Headmaster showed the visionary characteristic in managing the elementary school organization. Keywords: School Organization, Visionary
KEPEMIMPINAN VISIONER (Studi Multi Kasus di SD Unggulan Al-Ya’lu Malang dan SD I Alam Bilingual Surya Buana Malang) Hambali, Muh.
Madrasah: Jurnal Pendidikan dan Pembelajaran Dasar Vol 5, No 1 (2012): Madrasah: Jurnal Pendidikan dan Pembelajaran Dasar
Publisher : Fakultas Ilmu Tarbiyah dan Keguruan Universitas Islam Negeri Maulana Malik Ibrahim Malang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18860/jt.v0i0.2231

Abstract

Visioner Leadership is formulate, transform, perform, and actuate ideal opinions from their self and social interaction between school citizen and stakeholder as school idea in the next period. Whereas, the goal of qualitative research with multicases characteristicto describe visioner leadership characteristic in “SD UnggulanAl-Ya’lu Malang dan SDI Alam Bilingual Surya Buana Malang”, describe visioner leadhership, develop visioner soul, and comparation of two institute. This research explain, that visioner leadership characteristic of two institute this, have integrity soul, adaptation soul, direction determining, positive thinking, dicipline, competition tradition. Two modals in elementary school to improve leadership soul based on personifacation of visi and leadership head master referency, values, and believing, reward, and ripeness of teacher emotion, self evaluation, and arrange development planning of human resoucess. Whereas, visionelization leadership emphasize the different superiority one each other. Leadership is strengthen superiority tradition for school citizen. History prove school dispersion caused leadership fading which not strengthen perspective that become point of institute development.
Co-Authors Eva Yulianti Pristian, Dhendi