scholarly journals Manajemen Kepala Sekolah dalam Pengelolaan Anggaran Pendapatan dan Belanja Sekolah SMA Negeri 10 Tanjung Jabung Timur

2018 ◽  
Vol 18 (2) ◽  
pp. 131-148
Author(s):  
Maria Hastuti ◽  
Martinis Yamin ◽  
Lukman Hakim
Keyword(s):  
High School ◽  
Human Resources ◽  
Qualitative Methods ◽  
Continuous Monitoring ◽  
School Principals ◽  
Decision Makers ◽  
Public High School ◽  
Managerial Decision ◽  
Administrative Personnel ◽  
School Budget

This study aims to examine the management of the Principal towards the school's income and expenditure budget (APBS) at Public High School or SMAN 10 East Tanjung Jabung, Jambi. The research was motivated by 1) APBS planning carried out by the Principal was only formulated by school managerial decision makers, was not discussed openly with all existing human resources, 2) there was still limited training by the Principal regarding the preparation of the APBS, 3) Principals had difficulty adjusting the APBS plan with needs, and 4) the assessment of the implementation of the APBS is not effective. This research uses qualitative methods that are based on the philosophy of postpositivism. Data is obtained through participation observation, interviews, and documentation. Based on the research,  it is known that the sources and budget allocations are still limited. there are still problems with the process, namely: a) Still difficult for budget users to specify budget requirements, b) The ability of administrative personnel to manage BOS is limited, c) school budget allocation as a source of school development is still not in accordance with the real needs of schools and d) Limitations of school principals carry out continuous monitoring. Planning activities are still not detailed, the implementation has been carried out in accordance with the planning, and the APBS evaluation has been carried out effectively.

Shall We Defer the Teaching of Algebra to the Tenth Year?*

1940 ◽  
Vol 33 (7) ◽  
pp. 325-327
Author(s):  
Harriet A. Welch
Keyword(s):  
High School ◽  
High School Principals ◽  
School Principals ◽  
State Department ◽  
Department Of Education ◽  
Plane Geometry ◽  
Public High School ◽  
Monthly Bulletin ◽  
Tenth Grade ◽  
State Department Of Education

In the April number of the monthly bulletin published by the California State Department of Education, there appeared the following statement: “Replies from 324 public high school principals establish that more than half of these institutions have moved algebra from the ninth to the tenth grade. Plane geometry is an eleventh year subject in more than a third of these schools; in some, it is even postponed to the twelfth year.”

scholarly journals INFLUENCE OF LEADERSHIP AND WORK MOTIVATION ON THE COMMITMENT OF BANDA ACEH STATE SENIOR HIGH SCHOOL TEACHERS

2021 ◽  
Vol 2 (1) ◽  
pp. 59-69
Author(s):  
Akmaluddin Akmaluddin ◽  
Basri Basri ◽  
Mardhatillah Mardhatillah
Keyword(s):  
High School ◽  
High School Teachers ◽  
Work Motivation ◽  
School Principals ◽  
Teacher Commitment ◽  
Public High School ◽  
Direct Influence ◽  
School Teachers ◽  
Banda Aceh

This study aims to determine: (1) the influence of leadership on motivation, (2) the influence of leadership on teacher commitment, (3) the effect of motivation on teacher commitment. Influence The study population was all public high school teachers in Banda Aceh City with a total sample of 252 people taken by proportional random sampling, and the data were analyzed using path analysis after calculating the correlation of all research variables in the form of a matrix. The research findings show that the commitment of public high school teachers in Banda Aceh City is directly influenced by the principal's leadership and teacher work motivation. Based on hypothesis testing, it can be concluded: (1) there is a direct influence of leadership on teacher commitment, (2) there is a direct influence of principal's leadership on teacher commitment, (3) there is a direct influence of work motivation on teacher commitment. Suggestions that can be concluded in this study are: (1) the provincial government of Aceh is authorized to produce policies in accordance with the findings in this study (2) for the head of the Aceh education office to improve the quality of policy professionalism directed at the quality of school principals and teacher commitment (3) for school principals to be able to take into account in forming teacher organizational commitment to their schools (4) for teachers to be able to make reference in carrying out their duties as teachers.

scholarly journals Peran Kepala Sekolah Sebagai Pemberdayaan Sumber Daya Manusia Di SMA Berbasis Islam Bangkalan Madura

2020 ◽  
Vol 7 (2) ◽  
Author(s):  
Hattahin Hattahin ◽  
Estu Widodo
Keyword(s):  
High School ◽  
Human Resources ◽  
School Principals ◽  
Senior High School ◽  
Learning Climate ◽  
School Program ◽  
Educational Staff ◽  
Role Of The Principal

Abstract: The success of schools in improving the quality of education cannot be separated from the role of the principal. Headmaster. This study aims to describe (1) the role of the principal as empowering the human resources of the teaching and educational staff. (2) supporting factors for the success of school principals as empowering human resources for teaching and educational staff. (3) obstacles faced by school principals as empowering human resources for teaching and educational staff. (4) Headmasters' efforts as empowering human resources for teaching and educational staff in overcoming school problems. This research uses a multi-site study. This research was conducted at Senior High School YKHS and Senior High School Darul Munir. Data obtained through interviews, observation, and study documentation. The results of this study indicate that (1) the role of the head of YKHS and Darul Munir senior high schools as empowering human resources is to involve teachers and staff in managing school programs, managing curriculum, creating a conducive learning climate and achievement, involving teachers in training to improve their competence, facilitate facilities and infrastructure to support school activities, plan budgets, conduct student management activities, specifically assign teachers to oversee the program, and conduct supervision. (3) Internal factors that support success are the togetherness of the teachers to optimize their potential and the sincere desire to run the school program that has been planned together. External factors are strong student guardian support for programs that have been run by schools. (3) Internal constraints faced are limited time from teachers to carry out or run the program to the maximum extent possible. The external obstacle is the student's guardian awareness of the school program. (4) Efforts made in improving the quality of schools to overcome internal and external problems are communicating to teachers to be more active in carrying out or carrying out planned programs.Keywords: Principal, Empowerment, Human Resources. Abstrak: Keberhasilan sekolah dalam menigkatkan mutu pendidikan tidak lepas dari peran kepala sekolah. Kepala sekolah. Penelitian ini bertujuan untuk mendeskripsikan (1) peran kepala sekolah sebagai pemberdayaanan SDM tenaga pendidik dan kependidikan. (2) faktor pendukung keberhasilan kepala sekolah sebagai pemberdayaanan SDM tenaga pendidik dan kependidikan. (3) kendala yang dihadapi kepala sekolah sebagai perberdaya SDM tenaga pendidik dan kependidikan. (4) upaya Kepala Sekolah sebagai pemberdayaanan SDM tenaga pendidik dan kependidikan dalam mengatasi masalah sekolah. Penelitian ini menggunakan studi multisitus. Penelitian ini dilakukan di SMA YKHS dan SMA Darul Munir. Data diperoleh melalui wawancara, observasi, dan studi dokumentasi. Hasil penelitian ini menunjukan bahwa (1) peran kepala SMA YKHS dan SMA Darul Munir sebagai pemberdayaan SDM yaitu melibatkan guru dan pegawai dalam pengelolaan program sekolah, melakukan pengelolaan kurikulum, mewujudkan iklim belajar dan berprestasi yang kondusif, mengikutkan guru-guru dalam pelatihan untuk meningkatkan kompetensinya, memfasilitasi sarana dan prasarana pendukung kegiatan sekolah, merencanakan penganggaran, mlakukan kegiatan pengelolaan kesiswaan, menugaskan secara khusus guru-guru untuk mengawal program, dan melakukan pengawasan. (3) Faktor internal yang menjadi pendukung keberhasilan yaitu kebersamaan guru-guru untuk mengoptimalkan potensi yang dimiliki dan keinginnan yang ikhlas untuk mejalankan program sekolah yang telah direncankan bersama-sama. Faktor eksternalnya yaitu dukungan wali murid yang kuat pada program yang telah dijalankan oleh sekolah. (3) Kendala internal yang dihadapi adalah keterbatasan waktu dari guru-guru untuk melakukan atau menjalankan program dengan semaksimal mungkin. Kendala eksternalnya adalah kesadaran wali murid akan program sekolah tersebut. (4) Upaya yang dilakukan dalam meningkatkan mutu sekolah untuk mengatasi masalah internal dan eksternal adalah mengkomunikasikan kepada guru-guru untuk lebih aktif melakukan atau menjalankan program yang telah direncanakan.Kata kunci: Kepala Sekolah, Pemberdayaanan, Sumberdaya Manusia

scholarly journals Pemberdayaan Unit Produksi Program Keahlian Pemasaran “Toko Karista Sari” di Sekolah Menengah Kejuruan

2016 ◽  
Vol 27 (2) ◽  
pp. 130-137
Author(s):  
Esti Sulistyorini
Keyword(s):  
High School ◽  
Human Resources ◽  
Qualitative Methods ◽  
Organizational Structures ◽  
Grocery Store ◽  
Production Unit ◽  
Vocational High School ◽  
Production Distribution

The aim of research to describe:  Empowerment in providing merchandise Production , distribution of merchandise and reporting results poduction units merchandise program marketing expertise Stores in Vocational High School 1 Surakarta. This study used qualitative methods. Data were collected through interviews, observation and documentation. The validity of the data using credibility. Results from this study are: 1) Empowerment in the supply of merchandise can be done by: getting  from the sales,  the grocery store, and congsinyasi Checking on goods that have been purchased and distributing of goods and correctly 2)  Empowerment of distribution of goods can be done by: Human Resources and Facilities optimize existing infrastructure, designing organizational structures, systems Applying pick up the ball, and the Door to Door Sales Program. 3) Empowerment of reporting the sale of goods can be: for writing for all the transactions that occur ,reported to the head of the production unit and headmasterr regularly, distribution of profits based on the AD ART and giving rewards to the  customers.

Peran Kepala Sekolah Sebagai Pemberdayaan Sumber Daya Manusia Di SMA Berbasis Islam Bangkalan Madura

2020 ◽  
Vol 7 (2) ◽  
Author(s):  
Hattahin Hattahin ◽  
Estu Widodo
Keyword(s):  
High School ◽  
Human Resources ◽  
School Principals ◽  
Senior High School ◽  
Learning Climate ◽  
School Program ◽  
Educational Staff ◽  
Role Of The Principal

Abstract: The success of schools in improving the quality of education cannot be separated from the role of the principal. Headmaster. This study aims to describe (1) the role of the principal as empowering the human resources of the teaching and educational staff. (2) supporting factors for the success of school principals as empowering human resources for teaching and educational staff. (3) obstacles faced by school principals as empowering human resources for teaching and educational staff. (4) Headmasters' efforts as empowering human resources for teaching and educational staff in overcoming school problems. This research uses a multi-site study. This research was conducted at Senior High School YKHS and Senior High School Darul Munir. Data obtained through interviews, observation, and study documentation. The results of this study indicate that (1) the role of the head of YKHS and Darul Munir senior high schools as empowering human resources is to involve teachers and staff in managing school programs, managing curriculum, creating a conducive learning climate and achievement, involving teachers in training to improve their competence, facilitate facilities and infrastructure to support school activities, plan budgets, conduct student management activities, specifically assign teachers to oversee the program, and conduct supervision. (3) Internal factors that support success are the togetherness of the teachers to optimize their potential and the sincere desire to run the school program that has been planned together. External factors are strong student guardian support for programs that have been run by schools. (3) Internal constraints faced are limited time from teachers to carry out or run the program to the maximum extent possible. The external obstacle is the student's guardian awareness of the school program. (4) Efforts made in improving the quality of schools to overcome internal and external problems are communicating to teachers to be more active in carrying out or carrying out planned programs.Keywords: Principal, Empowerment, Human Resources. Abstrak: Keberhasilan sekolah dalam menigkatkan mutu pendidikan tidak lepas dari peran kepala sekolah. Kepala sekolah. Penelitian ini bertujuan untuk mendeskripsikan (1) peran kepala sekolah sebagai pemberdayaanan SDM tenaga pendidik dan kependidikan. (2) faktor pendukung keberhasilan kepala sekolah sebagai pemberdayaanan SDM tenaga pendidik dan kependidikan. (3) kendala yang dihadapi kepala sekolah sebagai perberdaya SDM tenaga pendidik dan kependidikan. (4) upaya Kepala Sekolah sebagai pemberdayaanan SDM tenaga pendidik dan kependidikan dalam mengatasi masalah sekolah. Penelitian ini menggunakan studi multisitus. Penelitian ini dilakukan di SMA YKHS dan SMA Darul Munir. Data diperoleh melalui wawancara, observasi, dan studi dokumentasi. Hasil penelitian ini menunjukan bahwa (1) peran kepala SMA YKHS dan SMA Darul Munir sebagai pemberdayaan SDM yaitu melibatkan guru dan pegawai dalam pengelolaan program sekolah, melakukan pengelolaan kurikulum, mewujudkan iklim belajar dan berprestasi yang kondusif, mengikutkan guru-guru dalam pelatihan untuk meningkatkan kompetensinya, memfasilitasi sarana dan prasarana pendukung kegiatan sekolah, merencanakan penganggaran, mlakukan kegiatan pengelolaan kesiswaan, menugaskan secara khusus guru-guru untuk mengawal program, dan melakukan pengawasan. (3) Faktor internal yang menjadi pendukung keberhasilan yaitu kebersamaan guru-guru untuk mengoptimalkan potensi yang dimiliki dan keinginnan yang ikhlas untuk mejalankan program sekolah yang telah direncankan bersama-sama. Faktor eksternalnya yaitu dukungan wali murid yang kuat pada program yang telah dijalankan oleh sekolah. (3) Kendala internal yang dihadapi adalah keterbatasan waktu dari guru-guru untuk melakukan atau menjalankan program dengan semaksimal mungkin. Kendala eksternalnya adalah kesadaran wali murid akan program sekolah tersebut. (4) Upaya yang dilakukan dalam meningkatkan mutu sekolah untuk mengatasi masalah internal dan eksternal adalah mengkomunikasikan kepada guru-guru untuk lebih aktif melakukan atau menjalankan program yang telah direncanakan.Kata kunci: Kepala Sekolah, Pemberdayaanan, Sumberdaya Manusia

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