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1
Faizin, Faizin y Wardatus Sholehati. "PENINGKATAN DAYA SAING PENDIDIKAN MELALUI MANAJEMEN MUTU ISO 9001 : 2008". MANAGERE : Indonesian Journal of Educational Management 1, n.º 1 (30 de diciembre de 2019): 30–50. http://dx.doi.org/10.52627/ijeam.v1i1.7.
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Implementation of ISO 9001: 2008 quality management system will be a solution for educational institutions in dealing with problems and threats that can reduce the quality of educational institutions. Institutional marketing and student output generated through a good learning process will result in good academic and non-academic achievements. To realize a better quality educational institution, an institution should always evaluate the quality improvement program continuously, this system will become a strategic tool in increasing the institution's competitiveness in accordance with the demands of the times and the desires of customers, educational institutions as a form of service services are required to form good and capable human resources that are competitive in accordance with educational goals. Adopting the ISO quality management system and implementing its principles well will improve management within an institution so that its management is good and the performance of internal and external members can collaborate well to realize the goals of the institution in accordance with National Education Standards.
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Ikmal, Happy. "Pengaruh Budaya Organisasi, Budaya Historis dan Pemetaan Stakeholder terhadap Branding Image Lembaga Pendidikan dan Dampaknya Terhadap Kinerja Lembaga". Progressa: Journal of Islamic Religious Instruction 4, n.º 1 (5 de octubre de 2020): 1–10. http://dx.doi.org/10.32616/pgr.v4.1.203.1-10.
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The academics management element uses the term 'school effect' in a number of ways to refer to the impact of certain school policies or practices, or the effects of several interventions. The purpose of this study is to analyze the indirect effect of organizational culture, historical culture and stakeholder mapping of the educational institution's branding image through variables between institutional performance. This research was conducted at the Alumni of the Tarbiyah Raden Wijaya College of Sciences, Mojokerto City. Province, East Java, uses the quantitative explanatory research description method. Primary data is collected and processed by itself and primary data sources directly provide data to data collectors on a Likert scale. Path analysis technique is used in testing the amount of contribution (contribution) shown by the path coefficient on each path diagram of the causal relationship between variables Organizational culture (X1), historical culture (X2), stakeholder mapping (X3) to the variable performance of the institution (Y) with variable between Branding image of educational institutions (Z). Correlation and regression analysis which is the basis for calculating path coefficients with the SPSS for Windows Version 20. While the study was conducted in August 2019. The exact population is unknown, using the Cochran formula a sample of 73 respondents was taken. From the results of the study it can be concluded as follows: 1) Organizational culture has no effect on the performance of the institution. 2) Historical culture has a significant effect on the performance of institutions. 3) Stakeholder mapping has a significant effect on the performance of the institution. 4) Organizational culture has a significant effect on the branding image of educational institutions. 5) Historical culture has a significant effect on the branding image of educational institutions. 6) Stakeholder mapping has no significant effect on the educational institution's branding image. 7) Institutional performance does not significantly influence the branding image of educational institutions. 8) Organizational culture, historical culture and stakeholder mapping each directly influence the branding image of educational institutions through variables between institutional performance.
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Thahir, Ali Bin. "The Principle of Public Relations in Leadership in Educational Institutions". International Conference of Moslem Society 3 (12 de abril de 2019): 108–16. http://dx.doi.org/10.24090/icms.2019.2372.
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Leadership within specialized institutions in educational institutions has a very urgent function in facilitating comparative achievements among followers, also providing opportunities for them to develop and innovate. A leader also has an important role in the development of the institution he leads, where the leader becomes an effective communicator that he can actually establish a good communication relationship between personal leaders and followers, as well as those who do not only within the internal relations circle, however, a good relationship must extend beyond the institution's discussion room to the social discussion space around the institution because educational institutions are related to institutions that relate to the surrounding social community. A leader must be able to establish a good relationship between himself, his followers and also the social environment around the institution that might be more focused on the parents of the institution's students, so the principles of public relations must be needed in researchers in educational institutions, because the basis of success in social life is good communication between social individuals.
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Hidayat, Abas, Siti Fatimah y Didin Nurul Rosidin. "Challenges and Prospects of Islamic Education Institutions and Sustainability in The Digital Era". Nazhruna: Jurnal Pendidikan Islam 5, n.º 2 (3 de abril de 2022): 351–66. http://dx.doi.org/10.31538/nzh.v5i2.2106.
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Educational institutions are places for educational activities that aim to change lives for the better. The development of digital technology requires educational institutions to establish and develop the education system continuously. This article explores the challenges and prospects of Islamic educational institutions and their sustainability in the digital technology era. The method used for this article is the qualitative inductive content analysis method. The findings are 1) Political changes, economic changes, and socio-cultural changes in society require Islamic education institutions to upgrade the institutional system and control all institution's activities. 2) Islamic education institutions' prospects include improving human resources and service quality, effectiveness and efficiency of financial management, and emphasizing promotion costs. 3) The future of Islamic education institutions, namely the sustainability of the institution's existence, the sustainability of the quality level of the institution, and the sustainability of invested resources.
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Haharin, Mykola. "DEVELOPMENT MANAGEMENT OF THE EDUCATIONAL INSTITUTION". Collection of Scientific Papers of Uman State Pedagogical University, n.º 2 (27 de abril de 2023): 138–44. http://dx.doi.org/10.31499/2307-4906.2.2023.282519.
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The article analyzes the problem of managing the development of modern educational institutions.The purpose of the article is to reveal the specifics of managing the development of modern educational institutions. The article analyzes the essence of the concepts “development”, “strategy”, “management of educational institutions”, “management of the development of educational institutions”; Pedagogical conditions that ensure the effectiveness of management of the development process of the educational institution are singled out:The expediency of creating and implementing a strategy for the development of an educational institution is proven, which will determine the priority areas of the educational institutionʼs activities and includes the following blocks: values of the educational institution, mission and vision of the educational institution, strategic and operational goals of activity; the specifics of educational institution management are characterized as a complex socio-pedagogical system characterized by integrity, structure, purposefulness, dynamism, interaction with the environment and with lower and higher order systems. The article focuses on the complexity of managing the development of educational institutions, which is caused by the large number of participants in the educational process and the connections between them, the non-acceptance by individual participants of the educational process of innovations and the needs of dynamic development (conservatism, misunderstanding of the significance and essence of changes); inconsistency of administrative influences, mechanisms of management and self-management, polystructurality and qualitative characteristics of subsystems, components of the educational institution.It is emphasized that effective management activities must be carried out in the following aspects: management of the educational institution as a system, a single entity; management of structural subdivisions, subsystems, components of educational institutions, taking into account their specificities; managing the interaction of subsystems, components, which enables the personal development of participants in the educational process.Research materials can be used by heads of educational institutions, in the system of postgraduate education of teaching staff in the aspect of improving management activities.Prospective areas of further research into this problem are identified, in particular, the study of domestic and foreign experience in improving management activities aimed at the development of educational institutions.
Keywords: development; educational institution; management; managerial activity; management of educational institutions; educational institution development strategy; management of the development of educational institutions; pedagogical conditions.
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Lapochkina, A. "EDUCATIONAL INSTITUTION BRAND MANAGEMENT". Management of the Personnel and Intellectual Resources in Russia 9, n.º 3 (23 de julio de 2020): 40–43. http://dx.doi.org/10.12737/2305-7807-2020-40-43.
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The reputation of any organization is an important asset in which they invest the money they value, thanks to which you can attract more customers and set a higher price in the markets for goods and services. In the article, we will analyze the components of the brand of the educational institution, the main stages of its formation, diagnostic and promotion tools, we will also consider how to measure the effectiveness of this process, we will offer a number of universal indicators that can be taken as a basis for organizing this work in any educational institution.
The relevance of this topic is caused by increasing competition between educational institutions for applicants. The choice of an educational institution is based on the established reputation of an educational institution in the educational services market. The conscious policy of the institution regarding the formation and development of its own brand becomes important.
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Muhamad Rikza Saputro y Sukiman. "Comparative Study of Nahdlatul Ulama (NU) Ma'arif Educational Institution with Muhammdiyah Institution". Jurnal Multidisiplin Madani 3, n.º 3 (30 de marzo de 2023): 684–93. http://dx.doi.org/10.55927/mudima.v3i3.3369.
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This study aims to determine the comparison between the Nahdlatul Ulama (NU) Ma'arif educational institution and the Muhammadiyah educational institution. Actually, the two institutions are equally good and their usefulness can be felt by every Muslim and Muslim woman. But each educational institution certainly has its own differences. This study aimed to find out how the Nahdlatul Ulama (NU) Ma'arif educational institution compares with Muhammadiyah educational institutions. Thus, the author is interested in discussing the comparison or comparison of the two educational institutions. This research uses qualitative methods through two approaches, namely literature studies. The study is described descriptively, as well as explained systematically. The results of the literature study show that the preparation between Muhammadiyah Educational Institutions and Nahdlatul Ulama (NU) Educational Institutions, when viewed in terms of deepening the content of the material at the Nahdlatul Ulama (NU) educational institution, is superior because it can be said that Islamic Religious Education in Nahdlatul Ulama (NU) is delivered twice through nu-an subjects and for the Islamic Religious Education subject itself
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Ruchkina, Marianna. "Changes in the management of an educational institution: factors and risks". Scientific bulletin of South Ukrainian National Pedagogical University named after K. D. Ushynsky 2023, n.º 1 (142) (30 de marzo de 2023): 7–12. http://dx.doi.org/10.24195/2617-6688-2023-1-1.
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The functioning of any industry is impossible without constant development and improvement, which, in turn, leads to the introduction of changes. Effective functioning of any organization is impossible without systematic and long-term development, in which the process of managing organizational changes plays the main role. Some changes directly depend on decisions made in an organization, others are related to decisions made from outside, and completely other decisions are only predicted. All changes that were planned or not planned necessarily have consequences for an educational institution. The purpose of the study is the theoretical justification of the management of an educational institution under conditions of changes, the identification of factors inhibiting the process of their implementation. The research methods used are as follows: analysis, generalization, systematization, questionnaire. It was revealed that the characteristics of change management in educational organizations are: peculiarity of educational change; differences between educational changes; components of the educational process; functions particularity of innovative management of education. The study of educational changes is carried out with the help of special methods, including: the method of groupings, the method of modeling a management system of educational innovations at different levels, the method of ranking, the method of analogy in the field of innovations in education and their management. These types of educational changes have been identified: pedagogical, technical-technological, economic, social, institutional, political-managerial. Factors inhibiting the process of implementing changes in educational institutions were studied, namely: the qualitative and quantitative composition of the teaching staff, the number of participants in the educational process, the desire of the head of an educational institution to implement changes, the level of financial support of an institution. The following factors for the effective implementation of changes in educational institutions have been determined: psychological and financial stimulation of a team, motivation of the head of an educational institution and teachers, visualization of changes, constant monitoring, analysis of the implementation of changes and formation of a collective vision. The reasons that hinder the effectiveness of implementing changes in educational institutions are: lack of experience in implementing changes, low level of competence of the head of change management and inconsistency of changes with the requests of education users, external factors that affect institution's activity as a whole.
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Makruf, Imam. "Leadership Model in Integrated Islamic Educational Institutions". Jurnal Pendidikan Islam 6, n.º 2 (27 de diciembre de 2017): 331. http://dx.doi.org/10.14421/jpi.2017.62.331-348.
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Leadership has an important role in the educational institutions. The increasing number of implementation models of integrative Islamic education institutions demand greater competence of the leaders in order to perform their duties effectively. The most complex integrative Islamic educational institution model is developed based on boarding school by integrating formal and nonformal education as well as cross ladder as developed by Al Mukmin Islamic Boarding School (PPIM) Ngruki and modern boarding schools in general. The result of this study shows that the effective leadership model of an integrative Islamic educational institution is a democratic-transformational model. This model needs the institutional leaders to have professional, personal, social, and spiritual competences. The integration of the educational institutions management should be done thoroughly starting from the integration of curriculum management, human resources, infrastructure, financing, public relations and marketing, and other aspects.
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Yeromenko, Olha. "Current state of educational services provision to future masters of educational institution management". Scientific bulletin of South Ukrainian National Pedagogical University named after K. D. Ushynsky 2020, n.º 2 (131) (25 de junio de 2020): 179–87. http://dx.doi.org/10.24195/2617-6688-2020-2-23.
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The article raises the topical issue of training competitive professionals capable of working under modern market conditions. The transition to market relations changes the education policy and the system of educational services provision. The professional destiny of a future manager and the success rate of an educational institution depend on the quality of providing educational services to graduate students specialised in educational institution management. The purpose of the article is to analyse the results of a survey of graduate students aimed at determining the status of educational services given within the specialty 073 "Management" (specialization "Educational Institution Management") in various higher education institutions of Ukraine. Monitoring the state of the educational services provided to graduate students majoring in educational institution management has been carried out on the basis of general scientific and empirical cognition methods: comprehensive study of quality training of master-course students, observation, survey in the form of questionnaires, analysis of graduate students’ responses, analogy. The criteria enabling graduate students to assess the quality of educational services provided by higher education institutions have been defined: the fundamental nature of training; level of knowledge and experience of teaching staff; organization of the educational process; culture and communication level of teachers; reaction of teachers and administration of higher education institution to further demands of graduate students, etc. On the basis of the analysis and generalisation of the processed material, the basic demands of master-course students majoring in educational institution management for increase in the level of educational services have been defined: decrease in theorising of educational material; practice orientation; increase in the use of interactive teaching methods by teachers; expansion of the list of optional courses; increase in opportunities for individual counselling at a convenient time; involvement of leading specialists, experts, experienced educational institution managers in teaching; improvement of facilities and resources of an institution; increase in the level of additional educational services provision in higher education institutions. According to the results of the study, it has been concluded that it is necessary to establish a flexible system of training master-course students majoring in educational institution management.
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Montebello, Matthew. "Embodying the Educational Institution". International Journal of Education (IJE) 4, n.º 4 (31 de diciembre de 2016): 09–28. http://dx.doi.org/10.5121/ije.2016.4402.
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Rahayani, Yayan. "SERVANT LEADERSHIP: EDUCATIONAL INSTITUTION". Journal of English and Education 4, n.º 1 (7 de octubre de 2016): 91–101. http://dx.doi.org/10.20885/jee.vol4.iss1.art7.
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Fitri, Agus Zaenul. "Blue Ocean Strategy for Improving Quality and Competitiveness of Islamic Educational Environment". Asian Social Science and Humanities Research Journal (ASHREJ) 3, n.º 2 (30 de septiembre de 2021): 18–28. http://dx.doi.org/10.37698/ashrej.v3i2.75.
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Competition often makes someone do everything to achieve goals. That happens because they aren’t successful in innovating their products, but only imitating and following their competitors. Blue Ocean Strategy (BOS) offers a new strategy in competition, which makes competitors, not enemies but makes them more motivated to change the spirit of the institutional environment. The purpose of this research studied BOS in Islamic educational institutions, which includes mapping strategies in creating a market space where there are no competitors, strategies in making the competition irrelevant, and its implications in Islamic educational institutions. This study used qualitative methods through field research type. Data obtained through in-depth interviews, participant observation, and study of documents. The results of this study concluded that: 1) The strategy of mapping educational institutions in creating market opportunities that have no competitors is by creating innovations that do not yet exist in other levels of the educational institution; 2) Institutional strategies in making competition no longer relevant are carried out by always showing innovations that are applied to other institution without a cover-up (always open); 3) The implications of BOS in the educational institution can be seen in terms of the output produced which can be realized through graduates who can be used both in companies and in educational institutions in need.
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Pavlichenko, V., O. Pavlichenko, O. Borodiyenko y Y. Malykhina. "METHODOLOGY OF CREATING STRATEGIC AND INVESTMENT PLANS FOR THE DEVELOPMENT OF EDUCATIONAL INSTITUTIONS". Financial and credit activity problems of theory and practice 4, n.º 39 (10 de septiembre de 2021): 387–95. http://dx.doi.org/10.18371/fcaptp.v4i39.241401.
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Abstract. The purpose of the article is to substantiate the principles and present the author’s methodology for creating strategic and investment plans for the development of educational institutions. The theoretical significance of the article is that it is based on understanding the work of Ukrainian and foreign scientists, the authors’ own experience in strategic management of educational institutions of different levels, analysis of experience in creating strategic and investment development plans for 11 vocational schools in Donetsk, Luhansk and Zaporozhye regions (which became possible due to support of UNDP in Ukraine) the principles of creating a strategic and investment plan for the development of educational institutions are substantiated; the author’s vision on the technology of strategic management of an educational institution is offered; the author’s methodology of creating a strategic and investment plan for the development of an educational institution is presented. The practical significance of the article is that the proposed principles, technologies, tools and methodology tested in educational institutions of different levels can be used in the process of developing strategic management of relevant institutions, in particular to create a document «Strategic and investment development plan of the educational institution». It is substantiated that in the process of creating a strategic and investment plan for the development of the educational institution it is advisable to adhere to certain principles that will involve all stakeholders, teaching staff, lay the foundation for coordinated work on its (plan) implementation. Such principles are the principle of predictability (vision of the strategic and investment plan for the development of the institution as a document that should not only contain strategic initiatives and operational objectives aimed at changing the current situation (in terms of management, quality, competitiveness, etc.), but to implement initiatives aimed at change in the future); optimality (the need to identify a number of such strategic initiatives, the implementation of which could most optimally determine the change in the future); hierarchy (structuring of strategic and investment plan as a hierarchy of strategic initiatives, strategic goals and operational objectives, in order to ensure and optimal achievement of planned strategic goals); responsibility (involvement of teaching and non teaching staff in the process of generating strategic initiatives for the development of the educational institution as well as encouraging them to take responsibility for their implementation); environmentality (taking into account the general context (external environment) in which the institution is operated, and which, in turn, determines the patterns and internal logic of this development). The author’s methodology of creating a strategic and investment plan for the development of the educational institution is proposed, which provides the stages of analysis of the external environment of the educational institution, institutional analysis, competitive analysis, formation of a 3D view on the educational institution, generation of strategic initiatives for the future. The peculiarities of using the nominal groups technique to generate strategic initiatives for the development of an educational institution are substantiated. Key words: strategic development, strategic management, educational institutions, institutions of professional (vocational) education, strategic and investment plan. JEL Classification I22, О43 Formulas: 0; fig.: 0; tabl.: 0; bibl.: 14.
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Mubarok, Ramdanil. "PELAKSANAAN FUNGSI-FUNGSI MANAJEMEN DALAM PENINGKATAN MUTU LEMBAGA PENDIDIKAN ISLAM". Al-Rabwah 13, n.º 01 (6 de marzo de 2021): 27–44. http://dx.doi.org/10.55799/jalr.v13i01.11.
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The implementation of management functions is very important to regulate all activities, both formal and informal activities. An Islamic educational institution requires good management planning. Whether or not an Islamic educational institution is determined by how the implementation of management functions in the educational institution. In reality, the problems faced by Islamic educational institutions are so diverse. Starting from management problems, leadership problems, human resources, financial, and institutional problems.
Good management certainly refers to the management functions themselves, where the intended functions are none other than POAC. Management must be applied in an effort to improve the quality of Educational Institutions because by applying management aspects such as planning, organizing, actuating, and controlling, the quality of educational institutions can be improved because of the implementation of management functions in a planned manner, systematic, sustainable and achieve the goals that have been created in this case educational institutions can achieve predetermined quality standards of education.
Improving the quality of educational institutions can be achieved through the collectivity of the education system which involves various aspects such as curriculum, educational policies, materials, strategies, approaches and methods of learning, facilities, facilities and infrastructure, educators and education staff, managerial processes carried out professionally, the learning process, application of information and communication technology, especially in the learning process in the classroom, appropriate evaluation and control and quality control of education. Quality in educational institutions to ensure the quality of school inputs, processes, outputs and outcomes so as to increase the accountability of educational institutions.
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Deterding, Nicole M. y David S. Pedulla. "Educational Authority in the ‘‘Open Door’’ Marketplace". Sociology of Education 89, n.º 3 (22 de junio de 2016): 155–70. http://dx.doi.org/10.1177/0038040716652455.
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In recent years, private for-profit education has been the fastest growing segment of the U.S. postsecondary system. Traditional hiring models suggest that employers clearly and efficiently evaluate college credentials, but this changing institutional landscape raises an important question: How do employers assess credentials from emerging institutions? Building on theories of educational authority, we hypothesize that employers respond to an associate’s degree itself over the institution from which it came. Using data from a field experiment that sent applications to administrative job openings in three major labor markets, we found that employers responded similarly to applicants listing a degree from a fictional college and applicants listing a local for-profit or nonprofit institution. There is some evidence that educational authority is incomplete, but employers who prefer degree-holders do not appear to actively evaluate institutional quality. We conclude by discussing implications of our work for research on school to labor market links within the changing higher education marketplace.
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Arpaçay, Ali Erdem. "Eğitim Kurumlarında Görülen Psikolojik Baskı ile İlgili Yurtiçinde Yapılan Hukuki Düzenlemeler". Journal of Social Research and Behavioral Sciences 8, n.º 16 (15 de noviembre de 2022): 858–70. http://dx.doi.org/10.52096/jsrbs.8.16.60.
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The aim of this study is to examine the measures necessary to be taken in order to prevent psychological pressure in educational institutions in terms of many variables by considering them from different angles. Here, the research on the phenomenon of psychological pressure, perceptions on psychological pressure, the causes of psychological pressure, the effects of psychological pressure on the person and the institution, and the ways to cope with psychological pressure will be explained in general. The most important element related to psychological pressure in educational institutions is the creation of awareness about the mentioned situation. Regarding the issue, everyone working in the institution should strive to stop these immoral and unethical practices. It is very difficult for individuals to overcome fears alone in the face of helplessness. For this reason, it is a fact that after psychological pressure acts occur in educational institutions, both individual and institutional consequences are severe, and the institution can pay very heavy prices in the face of this situation. Of course, there are some measures to be taken after such negativities occur within the institution. But the main point here is that these negative behaviors that will affect the health of the institution and individuals should be prevented before they happen and that they should not be sacrificed to this process. Key Words: Educational Institutions, Psychological Pressure, Ways of Coping
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Singh, Kumar Bigyananand. "Transforming Educational Institution in Knowledge Society". Global Journal For Research Analysis 3, n.º 2 (15 de junio de 2012): 19–20. http://dx.doi.org/10.15373/22778160/february2014/77.
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Jalal Al-Mosawi, Aamir. "The H-index: An educational article". Clinical Sciences and Clinical Research 2, n.º 1 (15 de marzo de 2023): 01–04. http://dx.doi.org/10.58489/2836-8959/008.
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The H-index has been increasingly used in the ranking of academic institutions including universities because it has been increasingly considered as an important tool for academic leadership assessment. The collective H-index of the academics in an institution represents the institution H-index. The ranking of academic institutions including universities is actually aiming at determining which institutions are leading in their fields and giving them a reputation credit according to their rank. The main aim of this paper is to provide the essential knowledge needed by academics about the H-index and the relevant topics.
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Oharenko, Viktor, Olga Pokatayeva y Mariia Diachenko. "THE MANAGEMENT ASPECT OF TRAINING FUTURE HEADS OF EDUCATIONAL INSTITUTIONS FOR ECONOMIC ACTIVITY". Baltic Journal of Economic Studies 8, n.º 1 (30 de enero de 2022): 111–17. http://dx.doi.org/10.30525/2256-0742/2022-8-1-111-117.
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The purpose of the article is to elucidate the training of future heads of education institutions for economic activity in the modern context; cover the management aspect and the results of an experimental test on the readiness of master’s students, specialty 073 Management (Educational institution management), for economic activity. A scholarly discussion on the problem of training future heads of education institutions for economic activity is presented. The authors describe the essence of the management aspect of training concerned. It is determined the levels (high, sufficient, average, low), structure, and criteria of the readiness of future heads of educational institutions for economic activity: motivational, cognitive, activity, and reflective. The foreign experience in training education managers for economic activity is considered. The requirements for training future heads of educational institutions for economic activity in Ukrainian universities are analyzed. The authors clarify the peculiarities of teaching the following disciplines of economics to master’s students, specialty 073 Management (Educational institution management): “Management of financial and economic activity”, “Legal and financial-economic fundamentals of educational institution management”, and “Educational fundraising”. It is identified core theoretical knowledge and practical skills that a graduate of the specialty 073 Management (Educational institution management) must possess. Emphasis is placed on the understanding of the principles of financial management of an educational institution; accounting organization as a separate area of an educational institution; the economic essence of salaries in educational institutions and accounting tasks; financial management of an educational institution, etc. Results. The authors have developed components of educational institution management amidst the educational system’s modernization and economic progress of the state, as well as the main ways to train future managers of educational institutions for economic activity. The results of an experimental test on the readiness of future managers of educational institutions for economic activity are presented: in the process of professional training, the number of students with a high level of EA readiness increased by 22.2%, the low-level indicator significantly decreased – by 18.4%, and the indicator of a sufficient level increased by 14.2%. This is also confirmed by qualitative changes in the readiness of future education managers for economic activity.
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Lynova, Iryna y Tatiana Pleshko. "ENSURING TRANSPARENCY AND INFORMATION OPENNESS OF GENERAL SECONDARY EDUCATION IN KYIV". Educological discourse, n.º 3 (2020): 123–41. http://dx.doi.org/10.28925/2312-5829.2020.3.9.
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The article offers consideration of the results of the analysis of the State Service for Education Quality in Kyiv of the sites of educational institutions of communal, state and private forms of ownership of the city of Kyiv in relation to their availability and occupancy on 21 indicators: charter of educational institution; licenses for educational activities; structure and governing bodies of the educational institution; staff in accordance with the license conditions; educational programs implemented in the educational institution and the list of educational components provided by the relevant educational program; service area assigned to the educational institution by its founder (for preschool and general secondary education institutions); licensed volume and actual number of students; language (languages) of the educational process; availability of vacant positions, procedure and conditions of the competition for their replacement (in case of its holding); material and technical support of the educational institution (according to the license conditions); results of monitoring the quality of education; annual report on the activities of the educational institution; admission rules; conditions of accessibility of the educational institution for training of persons with special educational needs; tuition fees for private schools); list of additional educational and other services, their cost, procedure for provision and payment; rules of conduct for students; a plan of measures aimed at preventing and combating bullying in the educational institution; the procedure for submitting and reviewing (with confidentiality) applications for cases of bullying (harassment) in an educational institution, response and responsibility of persons in an educational institution involved in bullying (harassment). The authors of the article developed 518 sites of schools of various forms of ownership: state and communal forms of ownership - 437, private - 81. On average, according to 21 indicators, 56% of schools publish the necessary information on the websites of general secondary education institutions. The authors hope that the comments and suggestions set out in the conclusions to the article will help schools to systematize information about their lives and prospects.
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Subekti, Kukuh Galih. "Kualitas Pengajar dan Hubungannya dengan Kepuasan Mahasiswa di Sekolah Tinggi Pariwisata X". Binus Business Review 1, n.º 2 (30 de noviembre de 2010): 556. http://dx.doi.org/10.21512/bbr.v1i2.1102.
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Educational institution as a provider of skilled manpower in the tourism industry is the focus of the research field of tourism. Education was instrumental in creating quality human resources. Education in the teaching process can be interpreted as a process of creating a quality resource. Today many emerging institutions or educational institutions have a similar goal, promoting competition in terms of absorption of students with the advanced system of teaching, facilities and quality teachers. Students as customers of the educational institution require the services here in the form of reciprocal teaching with payments to educational institutions. Students can stay in one educational institution if the service of educational institutions provides benefits to student functions.
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Ismail, Feiby, Abdul Muis Daeng Pawero y Mardan Umar. "Improving Educational Quality through Optimizing the Potential of Educational Institutions in Indonesia". International Journal of Educational Research & Social Sciences 2, n.º 1 (7 de abril de 2021): 41–46. http://dx.doi.org/10.51601/ijersc.v2i1.36.
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The quality of education in an educational institution will be greatly influenced by the potential of educational institutions and the governance system. The existing potential must be optimized to support quality improvement. Likewise, the education governance system will develop well when it is implemented through a good system by professional managers. The system has been designed in detail by the government which was stipulated by the Minister of National Education Regulation No. 19 of 2007 concerning "Education Management Standards by Primary and Secondary Education Units". This regulation was prepared by the government to regulate a good, balanced and sustainable governance system.The problem is determined to what extentthe ability of educational institutions to optimize the potential of the institution and optimizing inputs, processes, outputs and outcomes, starting from planning, organizing, actuiting, and controlling. This paper will discuss the improving educational quality through optimizing the potential of educational institutions in Indonesia in order to achieve shared ideals for a better educational future.
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Levchenko, Iaroslava, Oksana Dmytriieva, Inna Shevchenko, Igor Britchenko, Vitalii Kruhlov, Nina Avanesova, Oksana Kudriavtseva y Olesia Solodovnik. "Development of a method for selected financing of scientific and educational institutions through targeted capital investment in the development of innovative technologies". Eastern-European Journal of Enterprise Technologies 3, n.º 13 (111) (30 de junio de 2021): 55–62. http://dx.doi.org/10.15587/1729-4061.2021.235930.
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The problem of supporting scientific and educational institutions is considered. A method of selective financing of scientific and educational institutions that create innovative technologies taking into account their investment in innovative developments is proposed. On the basis of statistical data on the indicators for assessing the activities of scientific and educational institutions and the indicator of the innovative potential of a scientific and educational institution from the production of innovations (PNn), their rating was calculated. The essence of PNn is to compare the indicators of the volumes of income of the special fund Dsfn and the volume of expenditures of the scientific and educational institution Vn. In order to stimulate scientific and educational institutions to create innovative technologies, it was proposed to introduce targeted investments. The problem of quantifying the rate of premium on the basis of an integrated approach in terms of indicators of innovative potential from the production of innovations and the rating of a scientific and educational institution for 2 institutions (namely: K and H) has been solved. Institution K will receive a large increase, and institution N will receive a smaller increase, the value of which will be 56.23 % and 43.76 %, respectively. The results showed the independence of the indicator of the innovative potential of a scientific and educational institution from the production of innovations from the previous rating of a scientific and educational institution, or vice versa. The proposed methodology has been tested by an experimental method, targeted investments have been determined based on an integrated approach in terms of indicators of innovative potential and the rating of a scientific and educational institution. This study is of practical interest to government authorities and grantors when allocating funds according to the vector of selective financing of scientific and educational institutions through targeted investments in the development of innovative technologies, and theoretically – to researchers dealing with issues of financial security, protectionism and public administration
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Ai Phu, Le. "Dialectical Relationship Between 4Hs (Study-Ask-Understand-Act) and 4Ts (Resonsibility for Oneself, Responsibility for Family, Responsibility for Society, Responsibility for Nature) in Setting an Open Education". Tập san Khoa học và kỹ thuật trường Đại học Bình Dương 1, n.º 1 (3 de mayo de 2019): 4–15. http://dx.doi.org/10.25073/1859-4336/bdujst.351.
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Philosophy of education sets out a guideline to an educational system and/or institution. By the philosophy of education, a direction of the educational system and institution is identified. And the philosophy of education itself brings in a basis to define principles of realization as well as to keep all institutional activities in alignment with the philosophy of education. Thus, the philosphy of education is so important and indispensable to an educational system and institution. Moreover, it is the reciprocal relationship between the educational philosphy and its principles which forms up institutional activities in line with the direction set by the educational philosophy. As one of the early tertiary institutions of Binh Duong Province, Binh Duong University provided the province in particular and the country in genral with around 40,000 bachelors, engineers and masters during its 20-year function. One of the factors to account for the school’s success lies in its educational philosphy and follow-up principles upon the basis of 4Hs (study-ask-understand-act) in the process to create responsible citizens of 4Ts (resonsibility for oneself, responsibility for family, responsibility for society, responsibility for nature) towards the open world. As one of the early tertiary institutions of Binh Duong Province, Binh Duong University provided the province in particular and the country in genral with around 40,000 bachelors, engineers and masters during its 20-year function.
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Afanas, Aliona y Olga Balanici. "The role of participatory management in the educational process". Univers Pedagogic, n.º 2(74) (agosto de 2022): 92–96. http://dx.doi.org/10.52387/1811-5470.2022.2.14.
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The article discusses the concept of participatory management, principles and forms of participatory management in educational institutions. Participatory management plays a key role in promoting cognitive, emotional and attitudinal changes of educational actors involved in the activity of the educational institution. The role of participatory management directly involves the development of the time resources needed for decisionmaking/ problem-solving at institutional level.
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Ali, Mahrus, Oky Dwi Nurhayati y Jatmiko Endro Suseno. "Asynchronous Backtracking Algorithm For Analysis Of Financial Performance Multiagent System". E3S Web of Conferences 73 (2018): 13007. http://dx.doi.org/10.1051/e3sconf/20187313007.
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This study describes the prediction of a financial performance of educational institutions, especially the Multi-agency based. That is one educational institution that has several educational institutions under it. To measure the prediction of the financial performance, the researchers integrate the concept of multiagent system and asyncronuos backtracking algorithm whose function is to look back on the processes of activities in each institution in terms of finance, and then compared from one institution to another. The workings of this algorithm is to calculate some of the result variables from the calculations of each institution. So what will be the best educational institution will appear as the end result or ouput from this research.
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Sivakov, V. V., A. A. Solomnikov, I. Yu Adamovich y S. P. Stroev. "Automation of Educational Institution Documentation". Vysshee Obrazovanie v Rossii = Higher Education in Russia 30, n.º 8-9 (8 de septiembre de 2021): 34–43. http://dx.doi.org/10.31992/0869-3617-2021-30-8-9-34-43.
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The article addresses issues related to the implementation of the competence approach in order to make the teaching process of an educational institution more efficient, analyzes the reasons for diminished efficiency of putting into practice the automated systems used for university management. The authors propose the structure of an automated system, which allows the university to create the required package of teaching documents taking into account the three-level system: administrator, supervisor of educational program, and lecturer. Designing object-oriented model in the area of a special subject requires identification of business-requirements to the system. On the basis of the model of subject area and specified business-requirements, the diagram of applying variants and the schemes of functioning is constructed. The suggested system of the automated execution of teaching documents enables to reduce error rate while carrying out and implementing it due to the integrated system of conceptions and feedback between its elements.
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Unusyan, Ulyana Vyacheslavovna. "Safety management of educational institution". RUDN Journal of Public Administration 6, n.º 1 (15 de diciembre de 2019): 50–68. http://dx.doi.org/10.22363/2312-8313-2019-6-1-50-68.
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The article examines the place of economic and social security in the national security system of the Russian Federation, as well as the degree of impact of education on the development of society, reveals the relevance of economic and social security in pre-school education. The article describes the evaluation criteria and conditions for ensuring the economic security of preschool education, explains the need for the occurred municipal and regionalization of education, addresses the issues of state support and public supply of education. The author analyzes the concept of “safe educational environment”, examines approaches to its understanding, gives a list of methods by which social security of the educational environment in a preschool institution can be ensured.
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Kāposta, Iveta. "EDUCATIONAL INSTITUTION AS LEARNING ORGANISATION". SOCIETY, INTEGRATION, EDUCATION. Proceedings of the International Scientific Conference 1 (30 de mayo de 2015): 232. http://dx.doi.org/10.17770/sie2013vol1.532.
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An educational institution by its structure, the mission and the mission and the composition of the staff and their competencies, as well as requirements on the quality of the education likely are according of the learning organization characteristics. Learning organization and its influence could be seen from various development levels: global, regional, organizations, teams, individual. For all the schools in Latvia now is a very important regional and organizational level. The school to be created as a learning organization, has everything necessary objective conditions. Empirical research shows that the learning environment for teachers in schools are provided, but required for school leaders using the learning outcomes target-based school development, and also make it visible to the teachers themselves.
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Suray, Natalya, Elena Karpenko, Mayya Dubovik, Yury Shlyenov y Fedor Sterlikov. "Risk management at educational institution". Entrepreneurship and Sustainability Issues 7, n.º 2 (15 de diciembre de 2019): 1171–84. http://dx.doi.org/10.9770/jesi.2019.7.2(26).
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Lieven, Michael. "Authority in an Educational Institution". Studies in the Education of Adults 20, n.º 2 (octubre de 1988): 124–34. http://dx.doi.org/10.1080/02660830.1988.11730510.
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Lee, Amy. "Community as an Educational Institution". National Civic Review 103, n.º 2 (junio de 2014): 17–20. http://dx.doi.org/10.1002/ncr.21187.
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Atiqullah, Atiqullah y Milda Karya Puspasari. "STRATEGI MANAJEMEN PERUBAHAN DALAM MENINGKATKAN KUALITAS MANAJERIAL PENDIDIKAN ISLAM DI MAN 1 PAMEKASAN". re-JIEM (Research Journal of Islamic Education Management) 1, n.º 2 (4 de enero de 2019): 14–21. http://dx.doi.org/10.19105/re-jiem.v1i2.2088.
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The educational institution must have a strategy in bringing about an improvement or change. Where strategy is a way in the process toward the goal. The progress of educational institutions today is highly demanded because of the strong flow of competition among educational institutions. Ability to compete with other institutions is a succes of educational institutions or the ability to give trust to the communit. Succes in an educational institution depends on the management applied within an institution. As well as the role of managers in embracing management systems, educational organizations and education planning to become a conducive educational environment. Because if the managed management is so good then the result to be achieved in the education will run effectively and produce a succes. Thus institutionsshould be able to embrace change management strategies in improving the quality of managerial education of Islam well.
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Pastovenskyi, O. y O. Voznyuk. "INSTITUTIONAL AUDIT OF EDUCATIONAL INSTITUTIONS AS AN IMPORTANT COMPONENT OF ENSURING THE QUALITY OF EDUCATION IN UKRAINE". Zhytomyr Ivan Franko state university journal. Рedagogical sciences, n.º 3(110) (27 de octubre de 2022): 29–48. http://dx.doi.org/10.35433/pedagogy.3(110).2022.29-48.
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The article analyzes the experience of conducting institutional audits of general secondary education institutions in Ukraine in 2019-2021.
The research highlights the positive aspects of institutional audit, including: audit by independent state structures with the participation of trained experts who have undergone training organized by the State Education Quality Service of Ukraine; unification and publication on the Service’s website the assessment directions, requirements/rules for the organization of educational processes, criteria, indicators and assessment tools; synchronous use of a wide range of tools in institutional audit procedures; clear regulation and experts’ unconditional compliance with the audit procedure; evaluation of the activities of educational institutions in their interaction with the founders and territorial communities; taking into account the opinion of the participants in the educational process; focusing the institutional audit on providing consulting assistance to the institutions; non-interference of the experts in the educational process; the possibility of carrying out separate assessment procedures remotely; granting the right to the experts, managers and/or founders of educational institutions to record the evaluation and inspection procedures by means of audio, photo and video means; the possibility of using the results of an institutional audit to generalize educational information and track the trends in the development of the educational sphere throughout Ukraine.
The main problematic aspects of the audit are considered, including: the lack of procedures for assessing the quality of education in the institutional audit; the lack of consistency of the criteria and indicators for evaluating educational and management processes with regard to the content of the professional competencies of the teacher and the head of the educational institution, defined by the relevant professional standards; the inability of the State Education Quality Service of Ukraine to audit a significant number of educational institutions; the complexity of the institutional audit toolkit for evaluating educational and management processes of educational institutions.
It is emphasized that measures are being taken in the educational sphere to eliminate the mentioned negative aspects. In particular, the Ministry of Education and Science of Ukraine has approved the Procedure for accreditation and keeping a register of public professional associations and other legal entities that carry out independent evaluation of the quality of education and educational activities of general secondary education institutions, which will allow non-state structures to be involved in public accreditation of educational institutions. In order to provide assistance to the experts in the assessment of educational and management processes in the institutions of general secondary education, the State Education Quality Service of Ukraine has developed and implemented the EvaluEd information and analytical system.
It has been concluded that the institutional audit should be supplemented with the procedures and tools for evaluating the quality of education. In addition, it is advisable to supplement the criteria and indicators for evaluating educational and management processes with the criteria and indicators that will make it possible to assess the language-communicative and emotional-ethical competence of the teacher, the competence of the education head regarding the organization of the activities of the educational institution on the basis of the external system of ensuring the quality of education, to more fully assess psychological competence of the teacher as well as the leadership and informational-digital competence of the head of the general secondary education institution.
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Polishchuk, Svitlana y Oksana Horbatiuk. "The Problem of Quality and Efficiency of Educational Institution Management". Journal of Vasyl Stefanyk Precarpathian National University 10, n.º 1 (3 de abril de 2023): 197–204. http://dx.doi.org/10.15330/jpnu.10.1.197-204.
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The article researches and substantiates the problem of quality and efficiency of educational institution management, describes the transformation processes that take place in Ukraine at this stage, and reveals the existing problems. The article reveals the strategic tasks of reforming the management process of educational institutions. The authors justified ways to implement these tasks. At the same time, the authors of the article pay attention to the lack of readiness of heads of educational institutions for professional management activities and the lack of the necessary managerial competence in many of them, emphasizing the need to form a new generation of leaders. The authors emphasize the importance of the role of the head of an educational institution in introducing the latest educational technologies into the educational process, forms and methods of teaching, upbringing, and development of the individual, and so on. At the same time, special attention is paid to the need to improve the management system, and attention is focused on the importance of making managerial decisions. Considerable attention is paid to the importance of the management decision made by the manager of an educational institution in ensuring the goal. Among other things, the authors draw attention to the importance of directing the entire scientific and educational potential to ensure the high efficiency of the educational institution's activities. The article specifies the criteria used to evaluate the activities of an educational institution. The authors emphasize the spheres of influence of the quality of management on the activities of an educational institution, name the factors that directly affect the management process, and draw our attention to the importance of the level of professionalism of the head (manager) of an institution of general secondary education. The authors also pay attention to properties that contribute to improving the quality and efficiency of the management process. At the same time, the authors focus our attention on the effectiveness of management systems. In this context, special attention is paid to the choice of approaches that contribute to successful quality assurance of educational institution management, while emphasizing their advantages and highlighting their disadvantages. The article emphasizes the involvement of the teaching staff of an educational institution in management activities. At a high professional level, the topic of the article is revealed, the tasks of writing it are defined, and the level of potential for implementing the management process of educational institution managers is studied and justified. The Conclusions Drawn by the authors of the article are specific and fully correspond to the content of the work.
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Ha, Nguyen Duy Mong, Nguyen Thanh Nhan y Bui Ngoc Quang. "Developing educational institution culture for the education of ethical and humanistic values, and of lifelong-learning spirits in Binh Duong province". Science & Technology Development Journal - Social Sciences & Humanities 4, n.º 3 (30 de septiembre de 2020): 582–93. http://dx.doi.org/10.32508/stdjssh.v4i3.576.
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Developing educational institution culture contributes much to the training of learners to become adaptable and useful, moral citizens with lifelong-learning spirits and skills, with standard lifestyle, with awareness and fighting capacity, who can actively and effectively contribute to the development of local communities and of the country. First of all, the article aims to (1) outline the theoretical background of educational institution culture, (2) overview some core values and norms that are of interest in building educational institution culture in the 21st century so as to improve morality, lifestyle and lifelong learning spirits for learners (high school as well as undergraduate students), and then (3) suggest the development and promotion of core values and integrate them into all activities of the educational institutions to achieve the goal of whole-person training via the general analysis of some schools and universities in Binh Duong province. The research group summarizes some relevant contents from various documents, does discourse analysis of some statements in the institutional official websites, studies and observes some schools and universities in Binh Duong province that has attracted a lot of immigrants from many places in Vietnam. The research results show that, due to the big increase in scale and in the needs for the development of schools and universities in terms of quantity and quality, educational institution culture increasingly becomes an urgent issue in Binh Duong province, in which the values of morality, humanity and lifelong learning should be deeply and widely developed. The leaders of educational institutions need to be trained for the procedure and tools of developing educational institution culture.
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Sedykh, K. "SYNERGY EFFECT OF PSYCHOLOGICAL AND PEDAGOGICAL INTERACTION OF THE SYSTEMS “FAMILY” AND “SCHOOL”". Psychology and Personality, n.º 1 (20 de mayo de 2021): 32–44. http://dx.doi.org/10.33989/2226-4078.2021.1.227187.
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The article is devoted to studies of the psychology of interaction of families and educational institutions. Through a prism of genetic psychology and the system approach as methodological paradigm of research theoretic and empirical study of interaction of a family with educational social institutions was carried out. Features of families and educational institutions as systems were explored. The complete system analysis of a phenomenon of intersystem interaction between systems “family” and “educational institution” is carried out.
The interaction concept between a family and an educational institution is developed, interaction is the backbone factor. The educational institution has the double nature of the organization: it is a formal structure which is created by society for realization of teaching and educational process; and it is a system, which is being self-administrated.
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Mykhailyk, Nataliia. "Peculiarities of the marketing strategy of higher educational institutions". Economic Analysis, n.º 32(3) (2022): 282–87. http://dx.doi.org/10.35774/econa2022.03.282.
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Introduction. The increase of the number of higher education institutions and the intensifying competition between them has led to a difficult situation, the way out of which is the active use of marketing technologies. In particular, the formation and implementation of the marketing strategy will contribute to strengthening the competitive positions of higher education institutions in the market of educational services. The specifics of educational services imposes a number of features in marketing technologies. Therefore, some terms, goals and principles of marketing activities in higher educational institutions need adaptation. Purpose. The purpose of the work is to clarify the theoretical basis and specifics of educational services, to study the features of development stages and to implement marketing strategies of higher education institutions. Method (methodology). A number of scientific methods were used in the research process, in particular: abstract-logical - for theoretical generalization and justification of the conducted research results; induction and deduction, systematization and comparison - for investigation theoretical basis of the researched problem; graphic method - for visual display of research results. Results. The nature and specificity of educational services have been studied, their features have been described. The essence of educational services marketing and the advantages of its application in the activities of higher education institutions have been determined. The essence of the strategy and marketing strategy, including the activities of the educational institution, has been determined. It has been suggested to understand "marketing strategy" as a declaration of the goals and directions of enterprise development, organization or institution in order to strengthen competitive positions and satisfy consumer needs with the help of marketing tools. The characteristic features of the marketing strategy in the higher education institution have been studied. The stages of marketing strategies development and implementation have been investigated. Conclusions. The choice of an effective marketing strategy, its development and implementation are an integral part of a higher education institution effective management and its operation on the market. It should ensure the development of educational services that satisfy the needs of potential and real consumers, buyers and customers, and the growth of the educational institution's competitiveness on the educational services and the labor market.
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Waghid, Yusuf. "Islamic Educational Institutions". American Journal of Islam and Society 14, n.º 4 (1 de enero de 1997): 35–49. http://dx.doi.org/10.35632/ajis.v14i4.2232.
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Historical BackgroundBy way of background, I shall give a brief summary of Islamic educationalinstitutions. First, according to Shalaby, the institution where theQur’an, Hadith (sayings and deeds related to the Prophet Muhammad),Arabic grammar, stories of the prophets, reading, and writing weretaught is the maktub (elementary school). This maktub is different fromthe Dar al-Arqam (see previous article), where the early Muslimsreceived their “quality” of training (educational framework of thinkingand practicing). Bashier describes the Dar al-Arqam as “a sort of schoolout of which the best cadres of nascent Islam graduated.” It is my contentionthat the Dar al-Arqam was more a nmjh (i.e., a place where discussion,teaching, and learning activities took place) Moreover, accordingto Makdisi the maktab became known asthe institution of learning where elementary education took placeand the studies which led to the level of higher education, such asspecialization in law.For him, the maktab was recognized as an elementary school where“khan, calligraphy or writing, . . . [was] taught, as well as the Koran, thecreed (i‘tiqad) and poetry.” This claim is supported by Tibawi whoasserts that “teachers . . . receive[d] pupils in special places possibly aroom in a house . . . for instruction . . . known as [m]aktab or [kuttab,both derived from the Arabic root ‘to write This idea of the maktab ashaving been an elementary school is vindicated by the fact that pupilsentered the school at ages seven to ten, and were placed under the careof the mu‘allim (the most common term used to designate the teacher ofpupils at elementary level). according to Makdisi, studies of the maktabled to study in a “masjid-college or madrasa and to the halqat of theSecond, after the arrival of the Prophet (May the peace and blessingsof Allah be upon him) in Madinah, the first mosque in Islam (MasjidQuba) was erected. The mosque became the major institution in Islamfor the dissemination of Islamic education, and its importance cannot bedenied. It was used as a political and cultural center, a court of justice, aneducational institution, and above all a place of worship. For this reason,the mosque is considered the “first institution of learning.” ...
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Krokhmal, Nataliia y Serhii Myroshnychenko. "CLASSIFICATION OF EDUCATIONAL INSTITUTION MANAGEMENT TECHNOLOGIES". Continuing Professional Education: Theory and Practice 74, n.º 1 (2023): 36–50. http://dx.doi.org/10.28925/1609-8595.2023.1.4.
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In this article, based on system analysis, classification and systematization methods, we offer classification of technologies of managing educational institutions on the basis of five groups of functional processes, inherent to every organization, such as: production; marketing; finance; human resources (HR) management; accounting and analysis of business activities. It is noted that classification of technologies of managing the educational institutions should take into account the current state, conditions and processes occurring in external environment and affect the functioning of the internal environment of the educational institution. Every technology of managing the educational institution included into classification, has been characterized: functional processes of production and their management (strategic planning, scenario planning, balanced scorecard of D. Norton and R. Kaplan (BSC), process oriented management, outsourcing, business engineering/ engineering, reengineering); marketing management (educational marketing, market segmentation, client relationships management system (CRM), brand-strategy, «public relations» technologies, benchmarking); financial management (budgeting, benchmarking, financial control, balanced scorecard of D. Norton and R. Kaplan (BSC), fund rising); human resource (HR) management (knowledge management, couching); management of accounting and analysis of business activities (budgeting, key competences); it also takes into account technologies for management of inter-organizational processes that permeate all groups of technologies listed in the classification, such as innovative, informational and SMART-technologies.
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Siti Suherni, Eneng, Anis Zohriah y Machdum Bachtiar. "Peran Kepemimpinan Dalam Lembaga Pendidikan Pada Kajian Manajemen Pendidikan Islam". Journal on Education 6, n.º 1 (8 de junio de 2023): 2515–22. http://dx.doi.org/10.31004/joe.v6i1.3275.
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This study uses a qualitative descriptive method with a literature study approach. Educational institutions certainly need a leader figure, even so what kind of leadership is capable of running an educational institution, does the educational institution need a leader. In general, leadership can be understood as a leader who is able to direct, foster or manage, guide and also show or influence. And educational institutions are a useful container for fostering human beings, leading to a better future. Leadership in educational institutions can be referred to as someone who holds the authority that determines the development of educational institutions. In this paper the author observes that every educational institution known in other words is a school and leadership is someone who is responsible for all progress in the school environment so that in this paper the understanding of leaders and leadership is discussed, leadership urgency, leadership functions, leadership styles and educational leadership in order to make a leader able to manage educational institutions to be better and more advanced
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Fakhrurizae, Okta. "MEMAKSIMALKAN SASARAN HUMAS DI LEMBAGA PENDIDIKAN". Jurnal Penelitian Agama 20, n.º 2 (12 de noviembre de 2019): 337–49. http://dx.doi.org/10.24090/jpa.v20i2.2019.pp337-349.
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Management of institutional relations with the community is the process of managing communication from planning activities to controlling the process and the results of its activities. Community involvement in the field of education is an effort to empower the community in the development of the field of education which means to involve the community in planning, implementation and supervision of education. The vision of public relations in educational institutions to create a good image for educational institutions. The target of public relations in educational institutions is seen from the target as an object and a goal of the public relations. Targets as an objects are internal objects including students, teachers, and education personnel, while external objects include student guardians, the community, and mass media. Without assistance from the community, an educational institution cannot function properly and without a good program the educational institution will fail to achieve its goals. To maximize the goals of public relations, it is necessary to have techniques in dealing with the community including: 1) Home visits, 2) open houses, 3) school exhibitions, 4) school magazines.
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Karimah, Yenny Dewi, Surachman Surachman y Sunaryo Sunaryo. "Strategies for Educational Service Marketing and Brand Equity Management in Educational Firms". Indonesian Journal of Multidisciplinary Science 2, n.º 9 (26 de junio de 2023): 3129–43. http://dx.doi.org/10.55324/ijoms.v2i9.531.
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The term marketing is closely related to the world of profit trading business. However, it is different now since marketing terms are needed in various institutions, especially in educational institutions. Researchers studied marketing strategy and brand equity management, promotion mix strategy, marketing mix strategy, brand equity management, and the impact on institutions from implementing marketing strategy and brand equity management. at YPI Ar-Rohmah Putri Malang. This study uses a qualitative approach. This research phase is divided into three stages, namely the preparation stage, the implementation stage, and the completion stage. The researcher chose the research location at the Ar-Rohma Putri Islamic Education Foundation on Jl. Jambu, Semanding, Sumbersekar, Kec. Dau, Malang, East Java. Marketing strategy for marketing services through a promotional mix at the Islamic educational institution Ar-Rohmah Putri Islamic Boarding School Malang. The promotion mix is done through advertising, personal selling, sales promotion, public relations, word of mouth. Marketing strategy for marketing services through the marketing mix at the Islamic educational institution Ar-Rohmah Putri Islamic Boarding School Malang. The marketing mix for educational services includes product, price, location, promotion, people, physical evidence, and process.
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Dwiyama, Fajri, Adriani Adriani, Ismia Ismia y Riska Oktafiana. "MANAJEMEN HUMAS: MEMBANGUN PERAN MASYARAKAT PADA LEMBAGA PENDIDIKAN". Adaara: Jurnal Manajemen Pendidikan Islam 10, n.º 1 (28 de febrero de 2020): 63–71. http://dx.doi.org/10.35673/ajmpi.v10i1.868.
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The community is one of the main keys in developing educational institutions. High public participation in educational institutions, it is not impossible to deliver educational institutions to become quality institutions, still exist in the midst of competition between educational institutions, and become the most favorite institution in the community. This can be achieved if all stakeholders in educational institutions also exist in advancing the institution, in relation to the community. PR has a very big war in realizing this, but the facts show that most educational institutions have PR but have not been able to get people to participate in advancing education. This study aims to find out how much the role of stakeholders in educational institutions in building public relations, especially in Madrasah Aliyah Negeri 1 Bone, and further to find out what participation is given by the community for the advancement of these educational institutions. The method used in this research is a qualitative case study. The results obtained showed that Madrasah Aliyah Negeri 1 Watampone, which implemented good public relations management, was able to make the community participate in advancing education at the institution.
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Chyzhevskyi, Borys. "METHODOLOGICAL PRINCIPLES FOR DEMOCRATIC MANAGEMENT OF EDUCATIONAL INSTITUTIONS". Educational Analytics of Ukraine, n.º 1 (2021): 5–20. http://dx.doi.org/10.32987/2617-8532-2021-1-5-20.
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A current problem in the world and Ukraine is the reconsideration of the methodological principles of democratic management of an educational institution. The article describes the results of the study of such principles by defining theoretical approaches and management practices at the level of educational institution, district, national and legislative. General scientific methods of research such as analysis, comparison, synthesis, induction, deduction are used in the article. The methodological foundations of democratic management of the educational institution, regardless of subordination, type and form of ownership, are analyzed. The philosophical essence and the depth of meaning of the concept «principles of democratic management of the educational institution» are determined. The purpose of the article is to highlight the philosophical studies of the management of the educational institution and to outline methodological approaches to defining key parameters of democratic management of the educational institution. The main problem is to find out the impact of the relationship and interaction between the state, society and the individual on the democratic nature of the educational system and to ensure the optimal coexistence of man and nature. The range of interpretations of the methodological bases of democratic management of the educational institution is identified. Emphasis is laid on the priority of its activities and stable development on a democratic basis. The regularities of the formation of methodological bases of democratic management of educational institutions are determined. Particular attention is paid to the importance of democratic management of educational institutions for the individual, society and the state.
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Indriksons, Alens. "Social Roles of the Teacher in Militarized Educational Institution". SOCIETY, INTEGRATION, EDUCATION. Proceedings of the International Scientific Conference 1 (30 de mayo de 2015): 91. http://dx.doi.org/10.17770/sie2013vol1.155.
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In our daily life, in society we are fulfilling a variety of roles. Teacher in educational institution has a number of roles which are performed to achieve the objectives of the educational process. In contradistinction to vocational education institutions, militarized educational institutions train staff for performance of specific tasks. The main task is to make the personnel ready for practical service. Militarized educational institutions are working on the basis of principle of one man management. Teacher in such institutions is an official with the service rank and in educational process he performs specific roles as a result of service relationship. The present paper discovers the nature of specific roles and how they effect achieving the goal in militarized educational institution.
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Fatimah, Hini y Syahrani Syahrani. "Leadership Strategies In Overcoming Educational Problems". Indonesian Journal of Education (INJOE) 3, n.º 2 (2 de marzo de 2022): 282–90. http://dx.doi.org/10.54443/injoe.v3i2.34.
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Education is an important thing in human life. The success of an educational institution is largely determined by the role of leadership. The role of a leader in carrying out and taking various strategies to advance educational institutions is very urgent. Because of its existence in overcoming various problems faced by educational institutions. A leader carries out strategic management as an effort to fortify himself so that educational activities can still be carried out and the quality of education can increase. This research uses a qualitative approach method with library research or literature study. As for the problems discussed, the author uses descriptive analysis method. The results of this study are the leadership of an educational institution must be able to implement strategies to overcome leadership problems in order to be able to create a conducive atmosphere for educational institutions.
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Nuryana, Zalik. "Knowledge Management Sebagai Upaya Pengembangan Learning Organization Di Lembaga Pendidikan Islam". LITERASI (Jurnal Ilmu Pendidikan) 8, n.º 1 (5 de septiembre de 2017): 11. http://dx.doi.org/10.21927/literasi.2017.8(1).11-19.
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<p>Being a superior education institution is the hope of every educational institution, not exception in Islamic education. In the midst of competition between these institutions, Islamic education should be able to respond to changes quickly if it does not want to displaced and dead. Each of Islamic educational institutions that have certain characteristics to be able to be the strength and foundation to become a superior institution. Knowlegde Management as an approach which is based on the understanding that the task of the school is a good understanding of how and when the creation of knowledge should be supported, how to use the accumulated knowledge that has been created so that this knowledge can improve productivity. With the knowledge of their respective Islamic educational institutions and managed properly expected of Islamic educational institutions remained firm stand to become an institution of superior and competitive.</p>
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Oluyemi, Arogundade Abiola. "Sick Role in Nigeria Education: The Way Forward". European Journal of Humanities and Social Sciences 3, n.º 4 (20 de julio de 2023): 26–30. http://dx.doi.org/10.24018/ejsocial.2023.3.4.462.
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Weighing the challenges in Nigerian educational institutions, the sick role of Talcott Parson is deployed to examine the dysfunction of the institution. This paper engaged the theoretical perspective as well as relevant literature to investigate the challenges and suggested how to reduce undue interruption of academic activities caused mostly by strike actions. The paper contributed a logical conclusion that the education institution's sick role poses a great danger to both the institution system, staff welfare, student education process and society at large, hence, there is a need for a strongwill between government and the institutions labour union is necessary to address the challenges in Nigerian Educational Institutions. In addition, the government should deploy appropriate legal action for negotiating the demands of labour unions effectively before strike actions.