MAKALAH

BAHASA INGGRIS

Journal review:Decision-Making Policies of Leaders within Islamic

Boarding School’s Institute to Improve Formal

Education Managerial’s Quality

DISUSUN OLEH

DINDA SETIA NURAZAMI (8210022)

TISATUL AULIYA ( 8210093)

MAULANA YUSUF (8210027)

PROGRAM STUDI MANAJEMEN PENDIDIKAN ISLAM

SEKOLAH TINGGI ILMU TARBIYAH PEMALANG

 KATA PENGANTAR

Puji syukur kami panjatkan kepada Tuhan Yang Maha Esa berkat limpahan dan rahmat-Nya
sehigga penulis mampu menyelesaikan tugas mata kuliah Bahasa inggris ini dengan baik dan
tepat waktu. Adapun judul makalah yang penulis buat yaitu “MAKALAH REVIEW JURNAL
PENGARUH MOTIVASI KERJA PADA KEUNGGULAN KOMPETITIF STUDI INDONESIA DAN PEKERJA
PARIWISATA CHINA”. Penulis mengucapkan terima kasih kepada pihak-pihak yang telah
membantu dalam penyusunan karya tulis ini : 1. Kepada Bu Evi selaku dosen pembimbing mata
kuliah Bahasa inggris.

2. Kepada orang tua yang telah memberikan dukungan dalam pengerjaan karya tulis ini.

3. Kepada rekan-rekan yang telah membantu dalam pengerjaan karya tulis ini

Penulis menyadari bahwa dalam penyusunan makalah ini tidaklah sempurna, baik dari segi
penyusunan, bahasan, ataupun penulisannya. Oleh karena itu, penulis mengharapkan kritik dan
saran yang sifatnya membangun. Semoga makalah ini dapat memberikan wawasan yang lebih
luas dan menjadi sumbangan pemikiran kepada pembaca.

FOREWORD

We thank God Almighty for His abundance and grace so that the author is able to complete this
English course assignment properly and on time. The title of the paper that the author made is
"REVIEW OF JOURNAL PAPERS THE EFFECT OF WORK MOTIVATION ON COMPETITIVE
ADVANTAGE OF INDONESIAN STUDIES AND CHINA TOURISM WORKERS". The author would like
to thank those who have helped in the preparation of this paper:

1. To Mrs. Evi as the supervisor of the English course.

2. To parents who have provided support in the preparation of this paper.

3. To colleagues who have helped in the work of this paper

The author realizes that the preparation of this book is perfect, both in terms of preparation,
discussion, and writing. Therefore, the authors expect constructive criticism and suggestions.
Hopefully this paper can provide broader insights and contribute ideas to readers.

RUMUSAN MASALAH

1. What is the background of the journal to be reviewed?

2. what is the purpose of the research?
3. What method is used in the research?
4. What kind of results can be obtained from this research?
5. what is the conclusion of the research?
 PENDAHULUAN

Latar belakang

Perkembangan kelembagaan pesantren terutama disebabkan oleh diversifikasi pendidikan yang

diselenggarakan, yang juga mencakup madrasah dan sekolah umum yang menganut sistem
yang lebih rasional, demokratis, dan terbuka. Dengan demikian, beberapa pesantren
mengembangkan lembaga sebagai lembaga yang mewakili kepemimpinan kolektif. Pesantren
juga merupakan salah satu lembaga pendidikan yang berkembang pesat di Indonesia. Di era
modernisasi ini, pesantren lebih beradaptasi dengan perkembangan zaman dengan mendirikan
lembaga pendidikan formal agar pesantren tidak lagi tertinggal dalam ranah akademik.

Pesantren yang didirikan melalui sebuah lembaga telah berubah sifatnya menjadi organisasi
yang tidak lagi bersifat personal. Memiliki lembaga yang mapan dapat memberikan suasana
kerjasama yang baik sesuai dengan tanggung jawab masing-masing anggota. Dengan demikian,
lembaga pendidikan di lingkungan pesantren berhak mengatur jalannya sendiri.

Kepemimpinan dalam sebuah lembaga memberikan kontribusi yang signifikan terhadap

berbagai pembagian tugas pesantren itu sendiri. Hal ini terkait dengan kebijakan pengambilan
keputusan terhadap mutu pendidikan pondok pesantren dimana para pemimpin harus
mengatur dan mengelola pendidikan pesantren sesuai dengan kebijakan yang diproyeksikan.
Keputusan kebijakan disusun melalui berbagai ide dari institusi dan kebutuhan para pemangku
kepentingan sehingga semua pihak dapat menerima keputusan tersebut.

Lembaga pesantren menjadi lembaga yang menaungi dan mengatasi setiap permasalahan
dalam pendidikan pesantren. Oleh karena itu, pemimpin dapat mengambil keputusan yang
sesuai dengan kebutuhan semua pihak, dan telah disosialisasikan kepada pihak-pihak yang
terlibat serta mengimplementasikan keputusan yang telah diambil. Ada beberapa perbedaan
dalam setiap pengambilan keputusan atau kebijakan bagi seorang pemimpin. Ini juga memiliki
berbagai karakteristik. Beberapa memiliki sifat otoriter dalam mengambil keputusan, dan ada
pula yang demokratis. Itu tergantung pada cara seorang pemimpin mengatasi
kepemimpinannya. Tipe kepemimpinan dapat diartikan sebagai suatu pola atau tipe
kepemimpinan yang dapat dilaksanakan oleh lebih dari satu perilaku dan gaya kepemimpinan
yang mendukungnya. Sedangkan gaya kepemimpinan dapat diartikan sebagai perilaku atau cara
yang dipilih dan digunakan oleh pemimpin dalam mempengaruhi pikiran, perasaan, sikap, dan
perilaku anggota organisasi dan bawahannya.

Ada beberapa perbedaan dalam setiap pengambilan keputusan atau kebijakan bagi seorang
pemimpin. Ini juga memiliki berbagai karakteristik. Beberapa memiliki sifat otoriter dalam
mengambil keputusan, dan ada pula yang demokratis. Itu tergantung pada cara seorang
pemimpin mengatasi kepemimpinannya. Tipe kepemimpinan dapat diartikan sebagai suatu
pola atau tipe kepemimpinan yang dapat dilaksanakan oleh lebih dari satu perilaku dan gaya
kepemimpinan yang mendukungnya. Sedangkan gaya kepemimpinan dapat diartikan sebagai
perilaku atau cara yang dipilih dan digunakan oleh pemimpin dalam mempengaruhi pikiran,
perasaan, sikap, dan perilaku anggota organisasi dan bawahannya. Menurut Eugene Emerson
Jennings dan Robert T Golembiewski, pemimpin dalam organisasi apa pun dapat diklasifikasikan
menjadi lima tipe utama; pemimpin otokratis, pemimpin militeristik, pemimpin paternalistik,
pemimpin karismatik, dan pemimpin demokratis.

Melihat realitas pesantren, ada beberapa hal yang luar biasa, terutama terkait dengan
pengambilan keputusan dan kebijakan yang bertujuan untuk pembangunan yang lebih progresif
dari sebelumnya. Karena bagi pesantren, seorang pemimpin dianggap sebagai kekuatan utama
dalam mengambil keputusan untuk semua aspek pesantren itu sendiri. Seolah-olah
pengambilan keputusan tidak dapat diubah atau didiskusikan ketika seorang pemimpin di
pondok pesantren menetapkan suatu kebijakan.

Hal ini berlaku bagi pimpinan pondok pesantren itu sendiri atau pimpinan lembaga yang
mengelola lembaga pendidikan. Tidak akan ada perbedaan antara keduanya karena ketika
seorang pemimpin puncak tidak lagi mengurus hal-hal seperti itu, seorang pemimpin menengah
harus menanganinya. Oleh karena itu, kedua tipologi kepemimpinan ini akan memiliki
karakteristik yang sama. Sehingga mereka akan mengandalkan supremasi dalam menentukan
dan mengambil keputusan. Setidaknya dalam proses pengambilan keputusan, tujuan yang baik
atau tujuan untuk semua pihak harus dipertimbangkan dalam forum diskusi di mana semua
pihak berpartisipasi dalam memutuskan kebijakan terbaik.

Berdasarkan uraian diatas penulis bermaksud mereview jurnal Kebijakan Pengambilan

Keputusan Pimpinan di Lingkungan Pondok Pesantren untuk Meningkatkan Kualitas Manajerial
Pendidikan Formal.

Decision-Making Policies of Leaders within Islamic Boarding School’s Institute to Improve

Formal Education Managerial’s Quality

The development of Islamic boarding schools is mainly due to the diversification of the
education carried out, which also includes madrasas and public schools that adhere to a more
rational, democratic, and open system. Thus, some pesantren develop institutions as
institutions that represent collective leadership. Pesantren is also one of the fastest growing
educational institutions in Indonesia. In this era of modernization, pesantren are more
adaptable to the times by establishing formal educational institutions so that pesantren are no
longer left behind in the academic realm.

Pesantren that was established through an institution has changed its nature into an
organization that is no longer personal. Having an established institution can provide a good
atmosphere of cooperation in accordance with the responsibilities of each member. Thus,
educational institutions in the pesantren environment have the right to set their own path.

Leadership in an institution makes a significant contribution to the various divisions of tasks in

the pesantren itself. This is related to the decision-making policy on the quality of Islamic
boarding school education where leaders must regulate and manage Islamic boarding school
education in accordance with the projected policies. Policy decisions are formulated through
various ideas from institutions and the needs of stakeholders so that all parties can accept
these decisions

Pesantren institutions become institutions that overshadow and overcome every problem in
Islamic boarding school education. Therefore, the leader can make decisions that suit the needs
of all parties, and have been socialized to the parties involved and implement the decisions that
have been taken. There are some differences in every decision or policy for a leader. It also has
various characteristics. Some have an authoritarian nature in making decisions, and some are
democratic. It depends on how a leader copes with his leadership. The type of leadership can
be interpreted as a pattern or type of leadership that can be implemented by more than one
behavior and leadership style that supports it. While the leadership style can be defined as the
behavior or method chosen and used by leaders in influencing the thoughts, feelings, attitudes,
and behavior of members of the organization and their subordinates.

There are some differences in every decision or policy for a leader. It also has various
characteristics. Some have an authoritarian nature in making decisions, and some are
democratic. It depends on how a leader copes with his leadership. The type of leadership can
be interpreted as a pattern or type of leadership that can be implemented by more than one
behavior and leadership style that supports it. While leadership style can be interpreted as
behavior or ways that are chosen and used by leaders in influencing thoughts,

feelings, attitudes, and behavior of members of the organization and their subordinates.
According to Eugene Emerson Jennings and Robert T Golembiewski, leaders in any organization
can be classified into five main types; autocratic leaders, militaristic leaders, paternalistic
leaders, charismatic leaders, and democratic leaders

Looking at the reality of pesantren, there are some extraordinary things, especially related to
decision-making and policies aimed at more progressive development than before. Because for
pesantren, a leader is considered as the main force in making decisions for all aspects of the
pesantren itself. It is as if decision-making cannot be changed or discussed when a leader in a
boarding school sets a policy.

This applies to the leadership of the Islamic boarding school itself or the head of the institution
that manages the educational institution. There would be no difference between the two
because when a top leader no longer took care of such things, a middle leader had to handle
them. Therefore, these two leadership typologies will have the same characteristics. So they
will rely on supremacy in determining and making decisions. At least in the decision-making
process, a good cause or goal for all parties should be considered in a discussion forum where
all parties participate in deciding the best policy.

Based on the reasons above, the purpose of reviewing the journal of Leadership Decision
Making Policy in Islamic Boarding Schools is to Improve the Managerial Quality of Formal
Education
 TUJUAN(research purposes)

This study focuses on the design, implementation, and evaluation of decision-making.

METODE(Methods)

The approach used in this study is qualitative. The type of research used in this study is
a case study, which is qualitative research that seeks to find meaning, investigate
processes, and gain a deep understanding and understanding of individuals, groups, or
situations.

Because a case study is an in-depth study of an individual, a group, an organization, an

activity program, and so on at a particular time, the aim is to obtain a complete and
in-depth description of existing reality and phenomenon.Case studies produce data for
further analysis in order to produce theories. As with the procedures for obtaining
qualitative research data, case study data were obtained from interviews,
observations, and documentation. In the case of studies, each event cannot be
separated from its complexity and uniqueness because, in one event, there must be a
complex problem.
 HASIL DAN PEMBAHASAN

first, the decision-making design consisted of steps like forming a team, identifying needs
analysis, program designing, employing program socialization, and undergoing process
evaluation, while the focus of the decision-making design was to improve the quality of
management. Second, the implementation of decision-making procedures from the leaders
can be seen in improving the quality of human resources, where they fixed and
highlighted this particular aspect as they are directly.

related to the quality of school management. Third, the leaders' evaluation process
was done directly and indirectly through some discussion. The evaluation standard used
is the evaluation undergoesthe process within the decision is implemented and at the
impact of the decision to measure how significant it is.

The rationale of the research context in this study is mainly related to the fact that there is
such a significant impact of the decision-making procedure taken by leaders in Islamic
Boarding School, mostly known as pesantren, to improve the quality of managerial
activities in formal educational institutions. Islamic boarding school institutes that oversee
formal educational institutions have different strategies and decision-making with
targeted goals and distinctive considerations in regulating the decisions to be reached.

Sometimes there is a gap between leaders and subordinates, especially

regardingthe decision-makingprocess.Sometimes subordinates do not fully agree with the
decision made to beapplied. Therefore, a leadermust havefirmness in his leadership and
take some consideration conditionally.KH Robiatul Firdaus said: From the teachers,
perhaps, there are some teachers who are not connected with their principals, all
institutions experience such problem. Yes, there are, like this one, the gap still exists, the
problem persists, and the gap is understandable. This is in line with what Mc. Camy said
that decision evaluation is an activity of estimating, assessing, estimating, and
considering the results achieved in problem-solving. The effectiveness of a decision is judged
based on achievement in solving organizational problems.
 KESIMPULAN YANG DAPAT DIAMBIL(Conclusion)

Based on the discussion above, it can be concluded that,first, the decision-making design
consists of steps in the form of team formation, needs analysis, program design,
program socialization, and process evaluation, while the form of decision-making design
in the form of appointment of a compatible principal, joint learning program, the
disseminationof teachers to continue their studies. Second, the implementation of decision-
making by the institute'sleaderscan be seen in improving the quality of human resources,
where theyfixand resolvesthehuman resources. They also believe that the quality of human
resources is directly related to the quality of school management itself.Third, evaluation
from the institute's leaders is done in a direct and indirect mannerand is always
discussed. The evaluation standard used is the evaluation when it is carried out during the
process and at the end of the decision-making and measures how far the decision-making
hasimproved, not in its realization and the level of a gap between decision-making and
decision-making actorperpetrator.
 DAFTAR PUSTAKA

https://doi.org/10.35719/jieman.v4i1.107

Al Qodri, Syarif Ali. (2022). Decision-Making Policies of Leaders within Islamic Boarding School’s
Institute to Improve Formal Education Managerial’s Quality. Journal of Islamic
Educational Management, 4(1), 41-59