Sutoyo Sutoyo, Sangad Sangad, Siti Patimah Patimah, Wazin Wazin

I IMPLEMENTASI PRINSIP-PRINSIP MANAJEMEN STRATEGI PADA MADRASAH TSANAWIYAH DALAM MEWUJUDKAN MADRASAH YANG BERMUTU

Introduction

I implementasi prinsip-prinsip manajemen strategi pada madrasah tsanawiyah dalam mewujudkan madrasah yang bermutu. Telusuri implementasi prinsip manajemen strategis di Madrasah Tsanawiyah untuk tingkatkan mutu pendidikan. Ditemukan aplikasi belum optimal, terutama dalam penyusunan rencana strategis.

Abstract

This study aims to explore the application of strategic management principles in improving the quality of education in junior high schools. The background of the study is the problem of the quality of education in several junior high schools is still relatively low due to minimal institutional management. The location of this study was a junior high school in South OKU Regency. The informants of this study were the head of the school and the vice head of curriculum. The research method used was a qualitative method. Data were collected using interview and documentation techniques. Data analysis used qualitative analysis. The results of the study showed that the principles of strategic management had been applied to the school, but had not been carried out optimally. For example, the principle of planning had been applied well, but in its implementation it was more often not in accordance with the plan. In addition, there were plans that were prepared without using strategic principles so that the education process was only routine and learning evaluation focused on the cognitive domain. Of the three strategic principles, implementation and evaluation are the best strategic management principles applied, while the principle of compiling a strategic plan has not been optimally applied.

Review

This study addresses a highly relevant and critical issue concerning the application of strategic management principles in enhancing the quality of education within Madrasah Tsanawiyah. The identified problem of low educational quality stemming from suboptimal institutional management provides a compelling backdrop for the research. The qualitative approach, focusing on a specific junior high school in South OKU Regency and engaging key informants like the head and vice-head of curriculum, suggests a focused effort to gain in-depth understanding. This qualitative design is appropriate for exploring the nuances of management practices within a specific context and offers valuable insights into an area crucial for educational development. The abstract effectively communicates the core findings, highlighting that while strategic management principles have been adopted, their application is far from optimal. A key observation is the disconnect between planning and implementation, where well-formulated plans often fail to guide actual practice. Furthermore, the revelation that some plans lack strategic underpinnings, leading to routine educational processes and a narrow focus on cognitive evaluation, is particularly insightful. The finding that implementation and evaluation are relatively better applied than the strategic plan *compilation* phase is a significant nuance. This suggests a potential strength in operational execution and post-activity review, but a fundamental weakness in the initial strategic formulation, which likely limits the effectiveness of subsequent stages. Overall, this study offers important preliminary insights into the practical challenges of strategic management in an educational setting. Its contribution lies in identifying specific areas where strategic management is weak (planning compilation, alignment between planning and implementation) and relatively stronger (operational implementation and evaluation). The implications are clear: there is a need for enhanced capacity building in strategic plan formulation and a stronger emphasis on ensuring that plans are genuinely strategic and faithfully implemented. The full paper should delve deeper into the *reasons* for the identified gaps, provide more concrete examples of both effective and ineffective applications, and propose actionable recommendations for improving strategic management maturity within such institutions.

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