Islamic Integrated-Based School Principal Decision Making In Junior High School

School principal decision-making is essentially a change in certain conditions. The purpose of this study was to describe the process of Islamic integrated-based decision-making by the junior high school principals. Descriptive qualitative was chosen as the method of the research. Sources of data in this study were principal, vice-principal, head of administration, and teachers at SMP IT Qurrata A’yun Batusangkar. The data were collected using observation, interview, and documentation techniques. The result of the study described that making decisions in an education organization could run well by doing the right procedures of analyzing problems, developing solution alternatives, making decisions after discussion, implementing the decision, and evaluating. The principal’s decision-making is a determinant of strategic policies in realizing programs at his/her school.

Efektivitas Pengambilan Keputusan Kepala Sekolah SMK di Yogyakarta

It is important for the main decision-making of vocational schools to maintain managerial effectiveness. To order to achieve educational goals, vocational school administrators can choose a decision-making method that fits the problem facing them. The aim of this study was to analyze the effectiveness of vocational school pricincipal’s decision making. This research is a quantitative descriptive study with a questionnaire as a research instrument. The research sample is the headmaster of a vocational school in the Special Region of Yogyakarta. The methodology used in this study for analyzing data is descriptive analysis. The results showed that in decision-making the SMK headmaster was quite successful. This can be seen from the systematic and organized decision-making, re-evaluating as new information is available, assessing the effects of the decision, and communicating the decision basis effectively.Keywords: effectiveness of decision, vocational school, principal decision making

Model Kepemimpinan Transformasional dan Kontribusinya terhadap Proses Decision Making dan Peningkatan Kinerja Guru di MA Ar-Ridlo Pekuncen Kabupaten Banyumas

Leadership is a competency that must be owned by madrasah principals. Decision making in educational organizations is directly related to the head of the madrasah. The principal of the madrasah as manager has an important role in making decisions quickly, precisely and effectively by using data and information for optimal educational environmental performance. Decision-making by the head of the MA Ar - Ridlo Pekuncen Banyumas has gone well, this can be seen from the processes and stages carried out by the head of the madrasah in making decisions with observation, data, planning and recording related to education in madrasahs. Then, conduct deliberations with teachers to take policies, take an interpersonal approach to teachers to hold events, give ideas, involve teachers in training, and supervise as supervisory activities. As stated in the teacher work assessment, this is useful for increasing the potential and performance of teachers, to improve the quality of teaching and learning outcomes at MA Ar - Ridlo Pekuncen Banyumas. Keyword : Principal, Decision-Making, Teachers; Performance, Senior High School

13 Part VII: Structure and Institutions

This chapter examines Part VII of the Energy Charter Treaty, which is entitled ‘Structure and Institutions’. Any signatory to the European Energy Charter may participate in negotiations envisioned in Article 33, ‘Energy Charter Protocols and Declarations’. A State or a Regional Economic Integration Organization may not, however, become a party to a Protocol or Declaration unless it becomes a Contracting Party to the ECT. Article 34 establishes the Energy Charter Conference, which is the principal decision-making body of the ECT. The Energy Charter Conference—at which each Contracting Party is entitled to have one representative—has political responsibility for the European Energy Charter, the ECT, and related instruments. Meanwhile, Article 35 is entitled ‘Secretariat’; The Secretariat organizes and administers the Charter Conference and its various bodies. Article 36 sets forth the voting rules at the meetings of the Charter Conference, while Article 37 concerns the funding principles. The activities of the Charter Conference and the Secretariat are funded by the Contracting Parties.

Leadership for Social Justice in High-Poverty Schools: Exploration of Equity and Fundraising in an Urban-Suburban School

School fundraising is a practice that is common in many schools in the United States. This is also true in high-poverty schools where there are many financial needs that are often not met. Lincoln Elementary School is one of these schools. A well-intentioned first-grade team of teachers develops and works to implement a plan to fundraise using their students to get monies for needed classroom technology. A problem arises when the reward designed to incentivize students to raise funds is put into question by one of the first-grade student’s parents. This complex case considers inequity, fundraising, intentions, principal decision-making, critical consciousness, and leading high-poverty schools using a lens of social justice.

implementasi teknik pengambilan keputusan untuk mengembangkan mutu pendidikan di sekolah

The main meaning of decision making in a school is the action of releasing practical, tactical and operational actions as planning actions to be achieved, implementation strategies and problem solving strategis, through decisions based on the result of the selection of several alternative solutions deciding to achieve the objectives of the school. The strengths and weaknesses of the decision maker are determined in the style used by the principal. Decision making activity is the identification of an error so that problems can be formulated and decisions have an alternative which can be calculated so that are impacts arise. At the stage of implementation of decision making, leaders in school as leaders must make many routine decisions to control activities in accordance with the plans so that they can develop the quality of education or the quality of the shcool. While the control can be seen from inspection monitoring and the results of evaluating its implementation, so that we can make decisions

Implementasi Teknik Pengambilan Keputusan untuk Mengembangkan Mutu Pendidikan di Sekolah

Abstrak—The main meaning of decision making in a school is the action of releasing practical, tactical and operational actions as planning actions to be achieved, implementation strategies and problem solving strategis, through decisions based on the result of the selection of several alternative solutions deciding to achieve the objectives of the school. The strengths and weaknesses of the decision maker are determined in the style used by the principal. Decision making activities include problem identification, problem formulation, and alternative selection decisions based on calculations and various impacts that may arise. At the stage of implementation of decision making, leaders in school as leaders must make many routine decisions to control activities in accordance with the plans so that they can develop the quality of education or the quality of the shcool. While in the control phase which includes monitoring, inspection, and evaluation of the result of the implementation carried out to evaluate the implementation of the decision.

teknik pengambilan keputusan

The main meaning of decision making in a school is the action of releasing practical, tactical and operational actions as planning actions to be achieved, implementation strategies and problem solving strategis, through decisions based on the result of the selection of several alternative solutions deciding to achieve the objectives of the school. The strengths and weaknesses of the decision maker are determined in the style used by the principal. Decision making activities include problem identification, problem formulation, and alternative selection decisions based on calculations and various impacts that may arise. At the stage of implementation of decision making, leaders in school as leaders must make many routine decisions to control activities in accordance with the plans so that they can develop the quality of education or the quality of the shcool. While in the control phase which includes monitoring, inspection, and evaluation of the result of the implementation carried out to evaluate the implementation of the decision.

Implementasi Teknik Pengambilan Keputusan untuk Mengembangkan Mutu Pendidikan di Sekolah

is the action of releasing practical, tacticaland operational actions as planning actions to beachieved, implementation strategies and problemsolving strategis, through decisions based on theresult of the selection of several alternativesolutions deciding to achieve the objectives of theschool. The strengths and weaknesses of thedecision maker are determined in the style used bythe principal. Decision making activities includeproblem identification, problem formulation, andalternative selection decisions based oncalculations and various impacts that may arise. Atthe stage of implementation of decision making,leaders in school as leaders must make manyroutine decisions to control activities in accordancewith the plans so that they can develop the qualityof education or the quality of the shcool. While inthe control phase which includes monitoring,inspection, and evaluation of the result of theimplementation carried out to evaluate theimplementation of the decision.

Principal discretion and the use of out-of-school suspension in public high schools

The purpose of this mixed methods study was to analyze school principal's perception and use of out-of-school suspension as a consequence to address student misbehavior. This study was conducted on current acting high school principals in the southeast region of a Midwestern state. Participants completed a survey that consisted of items related to principal decision making as well as the use of zero-tolerance policies to determine discipline outcomes. Survey items were designed to determine how out-of-school suspensions are used in relation to the use of principal discretion and zero-tolerance policies. Principals in this study were given the opportunity to participate in follow-up interviews where principals were asked more specific questions about their use of out-ofschool suspension as a form of student discipline. Study results found that principals felt the use of out-of-school suspension were an effective consequence to address student misbehavior. Principals felt they had the autonomy to use their discretion to determine the most appropriate consequence to address student misbehavior in their respective schools. Opinions were mixed on the use of zero-tolerance policies. A majority of surveyed participants felt that zero-tolerance policies were an effective method used to address student misbehavior. However, principals who were interviewed preferred to use their discretion over zero-tolerance policies when determining the most appropriate consequence because principals wanted to be able to consider all of the circumstances of a discipline situation. Principals concluded that out-of-school suspensions are necessary in-order to protect the learning environment for all students; however, there are inconsistencies in the use of such suspensions. These inconsistencies are present through the use of principal discretion and decision making, the use of zero-tolerance policies, the length of the suspension, and the unnecessary use of suspensions for minor discipline infractions.