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All Journal JTP - Jurnal Teknologi Pendidikan (Indonesian of Interdisciplinary Journal) Jurnal Manajemen Strategis
Ali Yusuf, Furtasan
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Religion Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Social Sciences Other

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The Effectiveness of the Internship Program for Vocational High School Students Using the CIPP Method Ali Yusuf, Furtasan; Basrowi
JTP - Jurnal Teknologi Pendidikan Vol 25 No 1 (2023): Jurnal Teknologi Pendidikan
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat, Universitas Negeri Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21009/jtp.v25i1.33553

Abstract

The internship program is an important program in educational institutions, especially Vocational High Schools (SMK) in Indonesia. The purpose of this study was to evaluate the success rate of the Program in honing students' skills and preparing students for the world of work. This research is an evaluation approach with the CIPP model or context, input, process, and product. The study was conducted on 100 SMK students who had completed the internship program during the Covid-19 pandemic. The results showed that the implementation of the internship program from context, input, process, to product showed a good category, so this program was still feasible to continue. In the future, the Head of Vocational School can motivate students regarding all elements of the internship program, so that the quality of this program is in line with the goals of National Education in improving the quality of reliable and ready-to-use human resources. .
MANAJEMEN PERUBAHAN: PENDEKATAN DALAM PERUBAHAN DAN RESISTENSI ATAS PERUBAHAN Jihad Amin, Abu; Hayadi, Herawan; Ali Yusuf, Furtasan; Faturahman, Faturahman; Ali, M. Nawab
DESANTA (Indonesian of Interdisciplinary Journal) Vol. 4 No. 2 (2024): Maret 2024
Publisher : Desanta Publisher

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Abstract

Manajemen Perubahan adalah aspek krusial dalam keberhasilan organisasi di tengah dinamika pasar dan lingkungan bisnis yang terus berubah. Transisi atas perubahan dan pendekatan yang digunakan dalam mengelola perubahan memiliki implikasi besar terhadap kesuksesan implementasi dan penerimaan karyawan. Dalam abstrak ini, kami mengeksplorasi peran penting transisi dalam konteks perubahan organisasional, menyelidiki bagaimana individu dan tim bereaksi terhadap perubahan, serta mengidentifikasi strategi efektif dalam mengelola transisi ini. Pendekatan yang inklusif, komunikatif, dan berfokus pada keterlibatan karyawan telah terbukti memberikan hasil yang lebih baik dalam meraih dukungan, mengurangi resistensi, dan memastikan keberhasilan jangka panjang dari inisiatif perubahan. Dengan memahami dinamika transisi dan menerapkan pendekatan yang tepat, organisasi dapat mengubah tantangan perubahan menjadi peluang untuk pertumbuhan dan inovasi. Melalui studi ini, kami juga menyoroti pentingnya kepemimpinan yang kuat, komunikasi yang efektif, dan budaya organisasi yang terbuka terhadap perubahan. Dengan mengakui dan menghormati kekhawatiran serta reaksi emosional yang mungkin muncul selama transisi, pemimpin dapat membangun kepercayaan, meningkatkan motivasi, dan mengarahkan energi kolektif menuju tujuan perubahan. Pemahaman yang mendalam tentang transisi atas perubahan dan penggunaan pendekatan yang tepat bukan hanya penting untuk mengelola perubahan internal dalam organisasi, tetapi juga memungkinkan organisasi untuk beradaptasi dengan perubahan eksternal, seperti perubahan teknologi, regulasi, atau tren pasar. Dengan demikian, manajemen perubahan bukan hanya tentang mengelola perubahan saat ini, tetapi juga tentang mempersiapkan organisasi untuk menjadi responsif dan inovatif dalam menghadapi tantangan masa depan.
STRATEGI PENINGKATAN KINERJA PEGAWAI MELALUI OPTIMALISASI KEPUASAN KERJA DAN PRESTASI KERJA DI DINAS PENDIDIKAN DAN KEBUDAYAAN KOTA CILEGON Fahlevi, Gema; Hayadi, Herawan; Ali Yusuf, Furtasan
DESANTA (Indonesian of Interdisciplinary Journal) Vol. 4 No. 2 (2024): Maret 2024
Publisher : Desanta Publisher

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Abstract

Kinerja pegawai merupakan penilaian kerja pemimin atas hasil kerja anggota yang dipimpin, dan berkewajiban untuk membangun rasa bahagia pada pegawai saat bekerja. Peneltian ini bertujuan untuk meningkatkan kinerja dapat dilakukan melalui rasa bahagia sebagai bentuk etika epikuros. Metode penelitian adalah metode kuantitatif. Populasi penelitian adalah Para ASN dan NonASN yang bekerja di Dinas Pendidikan dan Kebudayaan Kota Cilegon. Teknik sampling menggunakan Teknik sampel jenuh sebanyak 85 pegawai. Alat analisis menggunakan alat statistic dengan pendekatan Partial Least Square (PLS). hasil temuan ) tidak ada pengaruh kepuasan kerja terhadap kinerja maka H1 ditolak 2) ada pengaruh prestasi kerja terhadap kinerja maka H2 diterima. 3) ada pengaruh rasa Bahagia terhadap kepuasan kerja maka H3 diterima. 4) tidak ada pengaruh rasa Bahagia terhadap kinerja maka H4 ditolak. 5) tidak ada pengaruh rasa Bahagia terhadap prestasi kerja maka H5 ditolak
PERUBAHAN ORGANISASI: MENGATASI RESISTENSI ATAS PERUBAHAN Musadad, Musadad; Hayadi, Herawan; Ali Yusuf, Furtasan
MANTRA (Jurnal Manajemen Strategis) Vol. 1 No. 2 (2024): Februari 2024
Publisher : Desanta Publisher

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Abstract

Organizational change is one thing that organizations cannot avoid. A dynamic organizational environment and high public demands for good quality services make public organizations have to be able to adjust to change. But unfortunately the changes that occurred are not always well received, and in fact there is a resistance. Through a post positivist approach, this qualitative research seeks to analyze how public sector organizations are able to overcome the resistance of existing changes so that changes can be carried out properly and successfully achieve the desired goals. Analysis is done through literature review on several books, publications, reports or relevant news. The results of the analysis indicate that the resistance of public organizations can be avoided by the readiness of the organization to deal with changes and supported by all members of the organization, especially leaders as drivers who will bring the organization from the status quo towards the desired change. In the level of practice these efforts can be carried out by building the mental readiness of the apparatus to always be ready to face changes and be balanced with the government's ability to make responsive change policies.
MANAJEMEN PERUBAHAN: STRATEGI DALAM MENGHADAPI KEENGGANAN UNTUK BERUBAH Imanudin, Imanudin; Hayadi, Herawan; Ali Yusuf, Furtasan
MANTRA (Jurnal Manajemen Strategis) Vol. 1 No. 2 (2024): Februari 2024
Publisher : Desanta Publisher

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Abstract

Change management is a systematic process of applying the knowledge, tools and resources needed to influence change in the people who will be affected by the process. Change management is also understood as an effort taken by managers to manage change effectively, which requires an understanding of the issues of motivation, leadership, groups, conflict, communication and discipline. Thus, change management must have a good strategy, in accordance with the current situation and conditions. or will happen. In change management, strategies for dealing with reluctance to change are very important. Failure to overcome reluctance to change cannot be separated from human error, organizational actors, in responding to system changes, from the previous system to the new modern organizational system. This tries to convey things that can be done to anticipate resistance that arises due to the unpreparedness of organizational actors towards system change. This is important because unpreparedness to accept system changes is often the cause of organizational implementation being rejected. Didn't feel like they had a new system because they weren't involved in the planning; the assumption that applying resistance to change in the organization will disrupt habits; and other negative thoughts can become obstacles to implementing e-government. By knowing the causes or reasons for resistance to changes in organizational systems, better change management efforts can be made, so that in the face of reluctance to change it can be successful as expected.
MANAJEMEN PERUBAHAN, DAN FAKTOR-FAKTOR PENYEBAB DALAM PERUBAHAN ORGANISASI Rosnaeni, Yeni; Hayadi, Herawan; Ali Yusuf, Furtasan
MANTRA (Jurnal Manajemen Strategis) Vol. 1 No. 2 (2024): Februari 2024
Publisher : Desanta Publisher

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Abstract

Change management is a systematic process of applying the knowledge, tools and resources needed to influence change in the people who will be affected by the process. Change management is also understood as an effort taken by managers to manage change effectively, which requires an understanding of the issues of motivation, leadership, groups, conflict, communication and discipline. Thus, change management must have a good strategy, in accordance with the current situation and conditions. or will happen. In change management, strategies for dealing with reluctance to change are very important. Failure to overcome reluctance to change cannot be separated from human error, organizational actors, in responding to system changes, from the previous system to the new modern organizational system. This tries to convey things that can be done to anticipate resistance that arises due to the unpreparedness of organizational actors towards system change. This is important because unpreparedness to accept system changes is often the cause of organizational implementation being rejected. Didn't feel like they had a new system because they weren't involved in the planning; the assumption that applying resistance to change in the organization will disrupt habits; and other negative thoughts can become obstacles to implementing e-government. By knowing the causes or reasons for resistance to changes in organizational systems, better change management efforts can be made, so that in the face of reluctance to change it can be successful as expected.
Co-Authors Ali, M. Nawab Basrowi Fahlevi, Gema Faturahman, Faturahman Hayadi, Herawan Imanudin, Imanudin Jihad Amin, Abu Musadad Musadad Rosnaeni, Yeni