scholarly journals Peran Kepemimpinan Pendidikan Islam dalam Manajemen Perubahan Pada Lingkungan Organisasi Islam Indonesia

2021 ◽  
Vol 5 (1) ◽  
pp. 17-32
Author(s):  
Mochamad Abu Fadlol ◽  
Subiyanto Subiyanto
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Islamic Education ◽  
Educational Organizations ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Managing Change ◽  
Three Stages ◽  
Organizational Uncertainty ◽  
The Stability

The era of disruption has an impact on the stability of educational organizations. This study aims to discuss the change management model of Islamic education institutions. The form of adaptation to global developments is to make changes at the system and governance level. This type of research is qualitative with library methods. The data is taken from research results and reference book sources that are relevant to the conception of organizational change, organizational life cycle, innovation change and organizational effectiveness. The results show the strategy of Islamic education institutions in managing change. Change occurs through three stages, the system pioneer stage, the stability stage and the competition stage. The study also found a conceptual model that was specifically described in the form of an Islamic education organizational change model, the concept of the organizational environment, the synthesis of organizational uncertainty, the concept of organizational change and change management, and the typology of Islamic organizational change.

Motivation of women-officials in the Republic of Sakha (Yakutia)

2020 ◽  
Vol 93 (4) ◽  
pp. 146-160
Author(s):  
E. A. Vasilyeva ◽  
Keyword(s):  
Public Administration ◽  
Career Progression ◽  
Managerial Competencies ◽  
Work Activities ◽  
Women Employees ◽  
Career Growth ◽  
Three Stages ◽  
The Republic ◽  
Organizational Uncertainty ◽  
The Stability

The article represents the results of study of motivation of the civil servants in the Republic of Sakha (Yakutia). The goal was to identify the features of motivation of women-officials, considering specifics of their work activities. The survey was carried out in three stages from 2015 to 2018. At the first stage were interviewed 274 officials, at the second – 260, at the third – 130. It was found that although non-monetary motives have less significant for all republican officials, for women these motives retained their significance throughout the study period while for men in the terms of organizational uncertainty the significance of personal income has increased. As the leading attracting motive, women-employees indicated the possibility of personal self-realization (career progression and professional development), as the motive that hold them in public administration – the stability of employment and the opportunity to realize their managerial competencies. As the main demotivating factor they indicated the lack of career growth. After the reorganization, women-officials were demotivated more than men-officials, despite the fact that at the beginning of the study, their loyalty was higher. In our opinion, the reason for this is that the motivational measures in the republic were aimed mainly at increasing the salary that did not match the expectations of women-officials. So, further planning of motivational activities in the Republic of Sakha (Yakutia) should pay more attention to measures aimed at reducing the labor intensity and at realizing managerial competencies.

scholarly journals PERAN KEPEMIMPINAN PENDIDIKAN ISLAM DALAM MANAJEMEN PERUBAHAN ORGANISASI PENDIDIKAN

2019 ◽  
Vol 3 (1) ◽  
pp. 59-72
Author(s):  
Rachmad Sobri
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Education Leadership ◽  
The Body ◽  
Planned Change ◽  
Islamic Education ◽  
Research Education

This article discusses changes in Islamic education organizations, who raised the role of Islamic education leadership in the change management of mini research education organizations at MTs Al-Mujahirin Patuk Yogyakarta. Basically every organization will make changes in the body of the organization is logical and formal. Good organizational change is a systemic and planned change and requires a top leader to drive a change and be suported by elements within it.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

TAHAPAN-TAHAPAN DALAM MANAJEMEN KURIKULUM PADA LEMBAGA PENDIDIKAN ISLAM

Edupedia ◽  
2018 ◽  
Vol 2 (2) ◽  
pp. 63-71
Author(s):  
Arfandi Arfandi ◽  
Munif Shaleh
Keyword(s):  
Curriculum Development ◽  
Curriculum Implementation ◽  
Curriculum Evaluation ◽  
Management Science ◽  
Curriculum Planning ◽  
Islamic Education ◽  
Curriculum Management ◽  
Education Curriculum ◽  
Science Approach ◽  
Three Stages

The preparation and development of the curriculum can not be done recklessly. In Islam, education has the characteristics different from education in general, for example Islamic education emphasizes akhlak, combines science and charity, and so forth. T management science approach is required in the preparation or development of the curriculum, so that the Islamic education curriculum development reflects the characteristics of the school. There are three stages in curriculum development: curriculum planning, curriculum implementation, and curriculum evaluation. This paper contains an explanation of these three stages in relation to the principles, fundamentals and approaches in curriculum development. The concept of management is integrated with the concept of curriculum development in an integral way, so the two concepts become a single concept of curriculum management in Islamic education.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

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