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AUGUST 2018 Volume 65. Number 1. ISSN :2305-4557

 

Title

THE ROLE OF PRINCIPAL IN MADRASAH BASED MANAGEMENT

Author  Abd. Majid Badaruddin
Source International Journal of Social Sciences  pp 001-011 Vol 65. No. 1 -- 2018
Abstract

    This paper discusses Madrasah Based Management which is a new paradigm of education and provides broad autonomy at the school level with the intention that madrasah freely manage resources and sources of funds by allocating them in accordance with priority needs. The concept of education patterned Madrasah Based Management is a concept that explores the potential that exists in society and the educational environment. Writing method is descriptive qualitative. The conclusion of this paper shows that Madrasah Based Management is one of the government's efforts to achieve the excellence of the nation community in terms of mastery of science and technology. In the implementation of Madrasah Based Management demands the support of professional, skilled, and qualified workers in order to generate productive work motivation. Especially principals, teachers, prospective teachers and madrasah councils as well as community leaders who are responsible and directly involved in the implementation of education in Madarasah. The head of madrasah is a person most responsible for coordinating, mobilizing, and aligning all madrasah resources. Leadership of madrasah heads is a driving factor for realizing the vision, mission, goals and goals of the madrasah he leads to a qualified madrasah. Quality in the field of service, in the field of learning, in the field of infrastructure facilities, human resources development, in the field of academic achievement and non academic

Keyword

Madrasah Based Management

 

 

Title

STATE AUXILIARY BODIES OFFICIAL SELECTION ANALYSIS ON PRESIDENTIAL GOVERNMENT SYSTEM IN INDONESIA
 (Case Study of Indonesia General Election Commission (KPU RI) Officials Election of 2017-2022 Period)

Author

Rina Martini, Prof. Dr. Drs. Ermaya Suradinata, Muhadam Labolo, Kusworo

Source International Journal of Social Sciences  pp 012-028 Vol 65. No. 1 -- 2018
Abstract

The General Election Commission (KPU) is one of the state auxiliary bodies in charge of organizing elections, both legislative and presidential elections. In Indonesia, a country that adheres to the Presidential Administration System, the election of KPU officials is carried out by involving the DPR in accordance with Law Number 15 of 2011 even though the principle of the Presidential Government System says that the President chooses his subordinates and the President is a single executive. This study uses qualitative, descriptive, and explanatory methods with the aim of uncovering how the President and DPR are involved in the process. This research analysis uses the theory of Douglas Verney on the principles of the Presidential Government System. The results showed that the involvement of the President and DPR in the process of selecting KPU officials for the 2017-2022 period was in accordance with Law No. 15 of 2011. But the involvement was carried out in a way that still perpetuated the interests of each group. The President forms a Selection Team based on the appointment and does not go through the selection process so that those appointed are the closest people. The involvement of the DPR through fit and proper tests was carried out politically. There is a bargaining position process, namely by pressing the KPU officials to give certain commitments for their interests. Therefore, the involvement of the President and the DPR in the process of selecting KPU officials must be reviewed through a revision of the Law on Election organizers.

Keyword Presidential Government System, KPU Officials Election, President's involvement, DPR involvement, and limitation of authority.
 

 

Title HOW DID BUREAUCRATIC REFORM WORK IN KARIMUN REGENCY?
Author Aunur Rafiq, Ermaya Suradinata, Aries Djaenuri, Sampara Lukman
Source International Journal of Social Sciences  pp 029-038 Vol 65. No. 1 -- 2018
Abstract

This paper examined bureaucracy reform in the Karimun Regency Government (KRG). Based on the facts in the field there were problems namely: bureaucracy reform had been implemented in KRG but had not been fully implemented properly and had an influence on service to the community, the lack of mastery of information technology by employees in KRG had implications on service time and work scope, sectoral ego in some regional devices at KRG, standardization of service in KRG had not been updated. The author adopted qualitative approach to answer research question. Our key informants were various stakeholders in Karimun Regency who had participated, directed or undirected, in bureaucratic reform. The finding shows that bureaucratic reform in Karimun Regency had been realized at three levels (policy, organizational, and operational). However, we also found that bureaucratic reform in KRG had serious weaknesses and did not produce any significant impact. We discussed theoretical and practical implication of these findings.

Keyword local government, bureaucratic reform, public service
 

 

Title

APPLYING ASOCA FRAMEWORK TO IDENTIFY STRATEGIC PROGRAM
FOR IMPLEMENTING VILLAGE FUND POLICY:
The case of Karimun District, Riau Archipelago Province, Indonesia

Author

Muhammad Firmansyah, Aries Djaenuri, Khasan Effendi, Sampara Lukman

Source International Journal of Social Sciences  pp 039-055 Vol 65. No. 1 -- 2018
Abstract

Rural development became one of the centers of attention of many scientists when Jokowi-JK realized village fund policy (KDD). However, the availability of funds alone does not guarantee the acceleration of the village development. Previous researches show that various factors strongly influence the implementation, effectiveness, and performance of village funds as a panacea for village backwardness. Although village funds realized with the principle of respecting local wisdom, so far, no scholar has given particular attention to the question of how to identify the potential of this local wisdom. Starting with ASOCA's mindset, this article seeks to identify the strategic programs of development and empowerment of village communities that can be funded by village funds. This article is the result of empirical research with the qualitative approach in Jang Village and Rawa Jaya Village, Moro District, Karimun Regency, Riau Islands Province. The primary data source for the study came from informants selected purposively from a pool of KDD executors involved in the implementation of village funds, at district, sub-district and village levels. While the secondary data of the study comes from the official publication of government organizations, civil society organizations, and private corporations. Drawing on data analyzed using the interactive model, we identified six strategic programs of the development and empowerment of village communities in each village. We also discuss the implications of research findings for further research agenda on village funds and the practical implications of research findings for village fund management practices, at the village, sub-district and district levels.

 

Keyword Keywords: ASOCA, village fund, strategic analysis, rural development, Karimun
 

 

Title

THE MERITROCRACY POLICY IN KARIMUN REGENCY, RIAU ISLANDS PROVINCE

Author

Suci Suriani, Ermaya Suradinata, Aries Djaenuri, Sampara Lukman

Source International Journal of Social Sciences  pp 056-072 Vol 65. No. 1 -- 2018
Abstract

Improving the quality of public service to undertake a bureaucratic structure and setup the professionalism of civil servant is inseparable with the role of Regional Heads in exercising his power. This research aims to analyze the implementation of meritocracy government employees in Karimun Regency by qualitative methods. The research finding reveals that Meritocracy is weakly running. Despite the selection recruitment process based on transparency principles, however research findings the competence of the selected person is low.

Keyword Qualification, competency, transparency, Policy implementation
 

 

 

Title

THE INFLUENCE OF INSTITUTIONAL CAPACITY TOWARD  
THE EFFECTIVENESS OF THE CONCESSION OF 
KARIMUN FREE TRADE AND FREE PORT ZONE

Author

ARIES FHARIANDI

Source International Journal of Social Sciences  pp 073-084 Vol 65. No. 1 -- 2018
Abstract

        The object of the research is the effectiveness of the concession of Free Port and Free Trade Zone of Karimun in Riau Islands Province. The objectives of the research are to analyze the influence of Institutional Capacity toward the Effectiveness of the concession of Free Port and Free Trade Zone of Karimun; and  Acquire new concepts from analysis of the influence of Institutional Capacity toward  the Effectiveness of the of the concession of Free Port and Free Trade Zone of Karimun. The research used a mixed of quantitative research and qualitative research. The study sample of 180 respondents taken from the population of 328 people used the Slovin formula. Determination of 9 Informants Research used snow ball technique. Data collection using Library Studies, Questionnaires, Interviews and Observations. Data analysis techniques use SEM Analysis and Descriptive Analysis developed with Observer Triangulation method. The results of the study are the following:

The magnitude of the influence of Institutional Capacity toward the Effectiveness of the concession of   KPBPB Karimun which reached 0.33 is determined by aspirations, strategy, organizational skills, systems and infrastructure, human resources, organizational structure, and culture.
        Obtaining new concepts from analysis of the influence of Institutional Capacity toward the Effectiveness toward  the Effectiveness of  the Concession of Free Port and Free Trade Zone of Karimun is the Organizational Structure of Free Trade and Free Port Zone Body with the definition: The Organizational Structure of Free Trade Zone and Free Trade Zone is the formation and formalization of authority, duties and functions of the management organization of Free Trade and Free Port Zone covering Authority Organization Organization; (2) Organizational Structure; and (3) Division of Duties and Functions of the Managing Organization.

Keyword Institutional Capacity, Effectiveness of the concession, Fee Trade Zones