scholarly journals SCHOOL-BASED MANAGEMENT IN SOUTHEAST ASIA (MBS-SA): DEMANDS OR EDUCATION NEEDS?

2021 ◽  
Vol 3 (2) ◽  
pp. 93-106
Author(s):  
Deny Setiawan
Keyword(s):  
Human Resources ◽  
Southeast Asia ◽  
Field Conditions ◽  
Or Education ◽  
School Based ◽  
Education Needs ◽  
School Based Management ◽  
The Government ◽  
Education Process

This article discusses conceptual School-Based Management (SBM) which includes the contribution and implementation of the education process in managing the structure and organizing autonomous education (decentralized from the government to school). This article is made by reviewing and collecting information from various references both books, articles, and journals that are used as material in studying and conceptually adding insight to SBM. The idea of holding SBM is a good step to support the improvement and acceleration of the improvement of the quality of human resources in the field of education that is in accordance with the field conditions to solve problems more quickly and effectively, but it is also very risky for failure because all responsibilities and implementation are left to executor, where each region has different human resources (HR) and funding capabilities.

scholarly journals Kerjasama Komite Dan Kepala Madrasah dalam Meningkatkan Mutu Pendidikan Madrasah Aliyah Negeri di Kota Banda Aceh

2021 ◽  
Vol 3 (1) ◽  
pp. 1-16
Author(s):  
Mistaruddin Mistaruddin
Keyword(s):  
Human Resources ◽  
Extracurricular Activities ◽  
Boarding School ◽  
Learning Activities ◽  
Quality Of Education ◽  
School Program ◽  
School Based ◽  
The Government ◽  
Banda Aceh

Education plays a very important role in the process of improving the quality of human resources and is a process that is integrated with the process of improving the quality of human resources themselves. For this reason, the government implements School-Based Management which involves relevant stakeholders, especially the community. This study aims to find out and analyze the collaboration of the Committee (community) with the Head of Madrasa in terms of improving the quality of education at Madrasa Aliyah Negeri in Banda Aceh City. Data collection in this study was conducted by interview, documentation, and observation. While the results of this study are the authors find that the Cooperation Committee and the Head of MAN in Banda Aceh City have been carried out in the form of partnerships that synergize and mutually understand the roles and functions of each institution in order to improve the quality of Madrasah education, this is clearly seen by the implementation of the boarding school program, student creativity activities, extracurricular activities and also academic achievement of students who continue to increase along with the increasing intensity of collaboration of the committee and the head of the Madrasah as a whole in all aspects that include learning activities, facilities, infrastructure, and technical education materially and non materially, so that it gives a significant influence on the quality of education at Madrasah Aliyah Negeri in Banda Aceh City.

scholarly journals Optimalisasi Politik Pendidikan Nasional melalui Manajemen Berbasis Sekolah

2018 ◽  
Vol 18 (1) ◽  
pp. 1-14
Author(s):  
Irjus Indrawan
Keyword(s):  
Education Policy ◽  
School Level ◽  
Education Quality ◽  
Policy System ◽  
Education Management ◽  
School Based ◽  
The Government ◽  
Education Process ◽  
Centralized System

Centrally system of education which  implemented by the government does not address the needs of the community and students and hinders the occurrence of democracy in the implementation of education, this is because the centralized system forces and applies uniform policies nationally, therefor the target of the central education policy does not reach the target and not as expected because each region has different diversity, interests and potential of human resources and natural resources. In the current education policy, the autonomy of education is one of the positive policies, because it does not stop in districts and cities, but this policy is directly to schools as the spearhead of the implementation of education. One policy system that is considered good at the school level is what is known as the School Based Management Model (SBM). SBM is one model of education management based on school autonomy or independence in determining the direction, policy and course of education. In the process of implementing SBM education, the community must be included, because the community is the first and foremost layer of the education process. This means that the process of education, quality of education, facilities, and goals of education are also the responsibility of the community.

scholarly journals PENGEMBANGAN LEMBAGA PAUD MELALUI IMPLEMENTASI MANAJAMEN BERBASIS SEKOLAH

2019 ◽  
Vol 8 (1) ◽  
pp. 797-815
Author(s):  
NURHASANAH R Nurhasanah R ◽  
FAJRI DWIYAMA
Keyword(s):  
Early Childhood ◽  
Early Childhood Education ◽  
Family Involvement ◽  
Management Approach ◽  
Or Education ◽  
National Education ◽  
Childhood Education ◽  
School Based ◽  
School Based Management ◽  
The Government

Abstract. The existence of early childhood education institutions in Indonesia has received special attention from the government as the initial foundation to build reliable human resources. But in its journey, the institution was confronted with quite a number of serious problems such as: First, the level of teacher education where only 23.06 percent had a bachelor degree, while according to the National Education Standards, PAUD teachers should have both formal and non-formal minimum S.1 PAUD, Psychology, or Education. Second, the problem of the quality of PAUD institution programs. Third, there is still one third of children aged 3-6 years who have not received PAUD services. Fourth, family involvement that is not in line with PAUD institutions. Fifth, PAUD learning which is supposed to be 80 percent building attitudes, is currently focusing on learning to read and write in an academic nuance. Sixth, problems with education investment.Seventh, nutrition problems and eighth, namely the status of non-formal PAUD teachers who have not been considered as teachers. Seeing so many problems in the management of PAUD institutions, a management approach is needed to deal with these problems. Recommended alternative problem solving is school-based management. This paper only expresses in outline to attract the interest of managers of early childhood education institutions to learn more about the implementation of school-based management.

scholarly journals MANAJEMEN BERBASIS SEKOLAH: STRATEGI ALTERNATIF DALAM PERSAINGAN MUTU

2018 ◽  
Vol 4 (01) ◽  
pp. 57
Author(s):  
Busthomi Ibrohim
Keyword(s):  
Or Education ◽  
Self Assessment ◽  
School Committee ◽  
School Based ◽  
Annual Reporting ◽  
Strategy Planning ◽  
Close Cooperation ◽  
School Based Management ◽  
Decentralization Of Education

Politically, School Based Management (SBM) becomes the mouthpiece of all issues in the field of education that will be portrayed in schools, because the school is the last network of educational bureaucracy. SBM is also a form of operationalization of the decentralization or education autonomy policy in relation to regional autonomy. Theoretically, SBM is also a concept that offers autonomy to schools in order to improve quality, efficiency and equity of education in order to accommodate the interests of local communities as well as establishing close cooperation between schools, communities and governments. Operationally SBM is an idea that places the authority of school management in a system entity. Based on the above view, this article outlines the basic framework of SBM as a strategy for improving the quality of education. With SBM, principals, teachers and learners get the opportunity to innovate and improvise in schools related to curriculum, learning, managerial and others. So the principal serves as an educator, manager, administrator, supervisor, leader, innovator, motivator, figure, and mediator. SBM also calls for the creation of new institutional arrangements and institutions, including: the establishment of school boards, development of school strategy planning, develop of annual school planning, internal monitoring and self-assessment, annual reporting, school opinion surveys of school stakeholders. Keywords. School Based Management, Decentralization of Education, Quality Assurance, Autonomy of Education, School Committee

scholarly journals MANAJEMEN BERBASIS SEKOLAH (ORIENTASI BARU PENGEMBANGAN MUTU PENDIDIKAN DASAR DI ERA OTONOMI DAERAH)

2019 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Asep Priatna
Keyword(s):  
Human Resources ◽  
Formal Education ◽  
Basic Education ◽  
Management Education ◽  
Quality Education ◽  
Education Management ◽  
School Based ◽  
Decentralization Policy ◽  
School Based Management

One of the things implied by the education decentralization policy is to run independent school education management in different perspectives according to the conditions of each region. Decentralization is no longer seen as a concept but should be implemented at all levels of management, not least on the institutional arrangements, systems and educational units, both in the formal and non-formal education channels. New patterns of management education in the form of School Based Management, is actually giving ample space for the community that any decision made by the local government is more "grounded" and provide quality education to the younger generation. In this context, education decentralization implies an effort to bring the community to the decision making on local needs, so that the development of education in accordance with the peculiarities of the region, on the other hand the potential can be utilized. In the end, the real implementation of the School Based Management is on the order of the institution is expected to improve the quality of basic education and excellence in the area of human resources.

scholarly journals PENINGKATAN MUTU PENDIDIKAN MELALUI MANAJEMEN BERBASIS SEKOLAH (MBS)

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
A.SUHARDI A.SUHARDI
Keyword(s):  
Decision Making ◽  
Learning Outcomes ◽  
Major Part ◽  
Curriculum Implementation ◽  
Quality Of Education ◽  
Decision Making Process ◽  
School Based ◽  
School Based Management ◽  
The Government

This paper describes improving the quality of education through school-based management, committee involvement and effectiveness of school implementation, curriculum implementation, and learning outcomes in schools. The education stake holders should be able to respond and accommodate the expectations and demands of the community in the decision-making process to improve the quality of education. The process transformation of school-based management should be a major part of the decision-making process in improving the quality of education. While the community is required for the participation in order to better understand education, while the government plays a role in determining the basic framework of education policy.

scholarly journals IMPLEMENTASI MANAJEMEN PENDIDIKAN BERBASIS SEKOLAH DI PERGURUAN TINGGI

2012 ◽  
Vol 1 (1) ◽  
Author(s):  
A.Y. Soegeng Ysh. Fakultas Ilmu Pendidikan IKIP PGRI Semarang
Keyword(s):  
Quality Of Education ◽  
New Paradigm ◽  
Academic Quality ◽  
Or Education ◽  
College Curriculum ◽  
Global Era ◽  
School Based ◽  
Teacher Training College ◽  
School Based Management

Abstract. School-Based Management on Education or usually call as School-Based Management only part of new paradigm on education as antitesis of the previous paradigm, also as review of negative trends on global era. SBM as form of school autonomy, as matifestation of education autonomy, as a part of implementation of district autonomy. SBM use to empower school by working togather among parents, society, and government to improve quality of education. The implementation on higher education are on academic quality assurance as a function of SBM. It is recomended that SBM included on teacher training college curriculum. Abstrak. Manajemen Pendidikan Berbasis Sekolah yang disingkat menjadi Manajemen Berbasis Sekolah (MBS) merupakan sebagian dari paradigma baru manajemen pendidikan sebagai antitesis paradigma lama tetapi sekaligus bertugas mewaspadai kecenderungan-kecenderungan era global yang negatif. MBS sebagai bentuk otonomi sekolah, manifestasi dari otonomi pendidikan, sebagai bagian dari pelaksanaan otonomi daerah. MBS berfungsi memberdayakan sekolah melalui kerjasama dengan orangtua, masyarakat, dan pemerintah untuk meningkatkan mutu pendidikan. Implementasinya dalam tingkat perguruan tinggi berupa penjaminan mutu akademik sebagai fungsi MBS. Disarankan MBS masuk dalam kurikulum LPTK. Keywords: School-Based Management-SBM, new paradigm or education, autonomy, qualitu assurance.

MANAJEMEN BERBASIS SEKOLAH: STRATEGI ALTERNATIF DALAM PERSAINGAN MUTU

2018 ◽  
Vol 4 (01) ◽  
pp. 57
Author(s):  
Busthomi Ibrohim
Keyword(s):  
Quality Assurance ◽  
San Francisco ◽  
School Effectiveness ◽  
Or Education ◽  
Self Assessment ◽  
School Committee ◽  
School Based ◽  
Annual Reporting ◽  
School Based Management ◽  
Decentralization Of Education

Abstract. Politically, School Based Management (SBM) becomes the mouthpiece of all issues in the field of education that will be portrayed in schools, because the school is the last network of educational bureaucracy. SBM is also a form of operationalization of the decentralization or education autonomy policy in relation to regional autonomy. Theoretically, SBM is also a concept that offers autonomy to schools in order to improve quality, efficiency and equity of education in order to accommodate the interests of local communities as well as establishing close cooperation between schools, communities and governments. Operationally SBM is an idea that places the authority of school management in a system entity. Based on the above view, this article outlines the basic framework of SBM as a strategy for improving the quality of education. With SBM, principals, teachers and learners get the opportunity to innovate and improvise in schools related to curriculum, learning, managerial and others. So the principal serves as an educator, manager, administrator, supervisor, leader, innovator, motivator, figure, and mediator. SBM also calls for the creation of new institutional arrangements and institutions, including: the establishment of school boards, development of school strategy planning, develop of annual school planning, internal monitoring and self-assessment, annual reporting, school opinion surveys of school stakeholders. Keywords. School Based Management, Decentralization of Education, Quality Assurance, Autonomy of Education, School Committee Abstrak. Secara politis, Manajemen Berbasis Sekolah (MBS) merupakan muara dari semua kebijakan dibidang pendidikan akan tergambarkan di sekolah, sebab sekolah merupakan jaringan terakhir dari rangkaian birokrasi pendidikan. MBS juga sebagai bentuk operasionalisasi dari kebijakan desentralisasi atau otonomi pendidikan dalam hubungannya dengan otonomi daerah. Secara teoretis, MBS merupakan suatu konsep yang menawarkan suatu otonomi kepada sekolah dalam rangka meningkatkan mutu, efisiensi dan pemerataan pendidikan agar dapat mengakomodir kepentingan masyarakat setempat serta menjalin kerja sama yang erat antar sekolah, masyarakat dan pemerintah. Secara operasional MBS merupakan gagasan yang menempatkan kewenangan pengelolaan sekolah dalam suatu keutuhan entitas sistem. Berdasarkan pandangan di atas, artikel ini menguraikan kerangka dasar MBS sebagai strategi dalam peningkatan mutu pendidikan. Dengan MBS, kepala sekolah, guru dan peserta didik mendapatkan peluang untuk melakukan inovasi dan improvisasi di sekolah berkaitan dengan masalah kurikulum, pembelajaran, manajerial dan lain-lain. Maka kepala sekolah berfungsi sebagai educator, manajer, administrator, supervisor, leader, inovator, motivator, figure, dan mediator. MBS juga menuntut penciptaan tatanan dan budaya kelembagaan baru, yang mencakup: pembentukan dewan sekolah, pengembangan perencanaan strategi sekolah, pengembangan perencanaan tahunan sekolah, melakukan internal monitoring, self-assesment, menyusun laporan tahunan, melakukan survei pendapat sekolah terhadap stakeholder sekolah. Kata Kunci.     School Based Management, Desentralisasi Pendidikan, Jaminan Mutu, Otonomi Pendidikan, Komite Sekolah   Daftar Pustaka Fiske, Edward. 1999. Decentrilization of Education atau Desentralisasi Pengajaran (Terjemah). Jakarta: Grasindo. Bappenas. 1999. School Based Management. Jakarta: Bappenas bekerja sama dengan Bank Dunia. Binde, Brome. 2001. Keys to the 21st Century. Paris: UNESCO Publishing. Bryson, Jhon M.. 1995. Strategic Planning For Public and Nonprofit Organiztions. San Francisco: Jossey-Bass Publishers. Delors, Jacques. 1996. Learning: The Treasure Within. Australia: UNESCO. Engkoswara. 2002. Lembaga Pendidikan sebagai Pusat Pembudayaan. Bandung: Yayasan Amal Keluarga. Finn, C.E dan Prash J.C dalam Dimmock Clive. 1993. School Based Management and School Effectiveness. London: Routledge. Formasi, Jurnal Kajian Manajemen Pendidikan, No. 2, Tahun II Maret 2000. ---------, No. 8 tahun IV November 2003. Gorton, Richart, A. 1976. School Administration Challenge and Opportunity For Leadership. Lowa: Brown Company Publishers. Malen, Ogawa, Kranz dalam Abu-Duhon Ibtisam, School Based Management. Paris: UNESCO, 1990. Mulyasa, E. 2003. Manajemen Berbasis Sekolah: Konsep, Strategi dan Implementasi. Bandung: Rosdakarya. --------. 2003. Menjadi Kepala Sekolah Professional Dalam Konteks Menyukseskan MBS dan KBK. Bandung: Rosdakarya. Naisbitt, John. 1994. Global Paradox, terjemah Budijanto. Jakarta: Binarupa Aksara. Paul I, Dressel. 1980. The Autonomy of Public Colleges. San Francisco: Jossey-Bass Inc. Peraturan Pemerintah No.25 Tahun 2000 tentang Kewenangan Pemerintah dan Kewenangan Provinsi sebagai Daerah Otonom. Satori, Djam’an. 1999. Pengembangan Sistem “Quality Assurance” Pada Sekolah, Naskah Akademik Untuk Pusat Pengujian. Jakarta: Balitbang Depdiknas. Slamet et.al. 2001. Manajemen Peningkatan Mutu Berbasis Sekolah (buku 1, 2 dan 3) Konsep dan Pelaksananya. Jakarta : Depdinas Dirjen Dikdasmen. Suyatno. 2001. Penerpan Manajemen Berbasis Sekolah. Makalah disajikan pada Colloqium Pendidikan Universitas Muhammadiyah Prof. Hamka Jakarta 15 Mei 2001 di Jakarta. Thomas L. Wheeler dan J. David Hunger. tt. Strategic Management and Business Pilicy. New Jersey: Upper Saddle iver. Tilaar, H.A.R. 2000. Paradigma Baru Pendidikan Nasional. Jakarta: Rineka Cipta. Wahjosumidjo. 2000. Dasar-Dasar Kepemimpinan dan Komitmen Kepemimpinan Abad XXI. Jakarta: LAN-RI.

LEADERSHIP AND MANAGEMENT OF EDUCATION INSTITUTIONS IN IMPROVING HUMAN RESOURCES IN INDONESIA

2018 ◽  
Vol 1 (3) ◽  
pp. 38-55
Author(s):  
M. Ihsan Dacholfany ◽  
Eko Susanto ◽  
Andi Noviandi
Keyword(s):  
Human Resources ◽  
Evaluation System ◽  
Educational Institutions ◽  
Academic Excellence ◽  
Educational Facilities ◽  
Leadership And Management ◽  
Education Industry ◽  
System Improvement ◽  
The Government

Educational institutions in Indonesia are expected to produce superior human resources and compete to have insight into science and technology. To achieve this expectation, educational institutions should strive and play a role in optimizing and achieving academic excellence, particularly in education, industry relevance, for new knowledge contribution, and for empowerment. Recognizing the importance of the process of improving the quality of human resources, the government, managers of educational institutions, educators and learners in Indonesia are striving to achieve the goals, vision and mission through various activities to build a better quality education through the development of human resources development and improvement of curriculum and evaluation system, improvement of educational facilities, the development and procurement of teaching materials, and training for teachers and education personnel to be more advanced and developed than other countries.

scholarly journals Pengaruh Pemanfaatan Teknologi Informasi, Kompetensi Sumber Daya Manusia, Terhadap Kualitas Laporan Keuangan Pemerintah Daerah Dengan Variabel Intervening Standar Akuntansi Pemerintahan Berbasis Akrual (Studi Empiris Di Pemda Kabupaten Barru)

AKUNTABEL ◽  
2017 ◽  
Vol 14 (1) ◽  
pp. 57
Author(s):  
Rasyidah Nadir ◽  
Hasyim Hasyim
Keyword(s):  
Information Technology ◽  
Local Government ◽  
Human Resources ◽  
Financial Management ◽  
Accounting Standards ◽  
Financial Statements ◽  
Government Accounting ◽  
District Government ◽  
The Government

This study aimed to examine the effect of the use of information technology, human resources and competencies on the quality of local government financial statements by the  accrual based government accounting standards  as interverning variable on the Government of Barru. Accrual accounting standards as defined in Regulation 71 of 2010 (PP No.71 Tahun 2010) concerning the Government Accounting Standards, and more technically set in Regulation 64 of 2013 (Permendagri No.64 Tahun 2013) concerning the Government Accounting Standards Implementation of Accrual Based On Local Government. The method used is descriptive survey. Samples were employees in the accounting / financial administration of the region on regional work units (SKPD) and Regional Financial Management Officer (PPKD) within the scope of local government Barru district. Methods of data collection is done by distributing questionnaires. Data were analyzed using path analysis. The results showed that the utilization of information technology have significant effect on the quality of financial statements Barru district government through the implementation of accrual based government accounting standards, while the competence of human resources has no significant effect on the quality of financial statements Barru district government through the implementation of accrual based government accounting standards.Keywords: Information Technology, Human Resources and   Competencies, Accrual Based Government Accounting Standards, Quality of Local Government Financial Statements.

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