Strategi Pengembangan Lembaga Pendidikan Hamzanwadi Nahdlatul Wathan Pancor Lombok Timur: Studi kasus di Yayasan Pendidikan Hamzanwadi Pondok Pesantren Darunnahdlatain Nahdlatul Wathan Pancor Lombok Timur

ABSTRAK

Masih banyak permasalahan yang harus dituntaskan oleh pengelola Pondok Pesantren, namun permasalahan (problem) tersebut harus menjadi cambuk untuk terus berbenah dan introspeksi diri ke arah yang lebih maju. Salah satunya ditandai dengan pola pikir yang teratur (sistematis), pelaksanaan kegiatan yang tersistematis, dan responsif terhadap kegiatan-kegiatan/tugas-tugas dengan baik dan teratur pula, sehingga Pondok Pesantren memiliki keunggulan yang kompetitif.

Berdasarkan paparan di atas, bagaimana problematika kepemimpinan Yayasan Pendidikan Hamzanwadi Pondok Pesantren Darunnahdlatain Nahdlatul Wathan Pancor Lombok Timur, dan bagaimana strategi pengembangan Yayasan Pendidikan Hamzanwadi Pondok Pesantren Darunnahdlatain Nahdlatul Wathan Pancor Lombok Timur.

Penelitian ini menggunakan pendekatan kualitatif. Dengan tujuan dapat memberikan deskripsi serta dapat mengenal subyek lebih dekat. Ada tiga tahapan metode yang peneliti tempuh dalam pencarian data, yaitu observasi, wawancara (interview), dan dokumentasi.

Hasil penelitian tersebut, pertama, (1) Belum adanya program-program tertulis dari pihak Yayasan Pendidikan HAMZANWADI Pondok Pesantren Darunnahdlatain Nahdlatul Wathan Pancor Lombok Timur sebagai acuan utama penyusunan program bagi setiap lembaga, sekolah maupun madrasah di bawah naungan YPH PPD NW Pancor Lombok Timur. (2) Belum ada garis-garis besar haluan organisasi YPH PPD NW Pancor. (3) Komunikasi yang kurang baik antar sesama pengurus dan anggota. (4) Lemahnya koordinasi masing-masing pengurus. Dan (5) Adanya kesan ”kedekatan” dengan pihak keluarga yayasan dalam penempatan posisi terutama dalam lingkup sekolah/madrasah. Kedua, dalam usaha mengembangkan lembaga, pihak Yayasan Pendidikan Hamzanwadi Pondok Pesantren Darunnhdlatain Nahdlatul Wathan Pancor Lombok Timur menerapkan strategi, (1) Melakukan periodesasi kepengurusan, termasuk didalamnya kepala sekolah/madrasah berserta wakil kepala sekolah/madrasah. (2) Melakukan pembinaan secara berkala. (3) Berusaha mewujudkan iklim organisasi yang sehat. (4) Kedepan, pihak yayasan akan melakukan sistem sentralisasi. (5) Yayasan akan tetap mendorong setiap lembaga sekolah maupun madrasah untuk senantiasa melakukan terobosan-terobosan yang inovatif dan kreatif. (6) Mengadakan pelatihan-pelatihan secara berkala serta mengadakan studi banding dalam rangka peningkatan mutu lembaga dan kompetensi para tenaga pengajar serta tenaga kependidikan yang dimiliki yayasan.

Dari hasil tersebut, selanjutnya peneliti menyarankan agar pihak Yayasan Pendidikan Hamzanwadi Pondok Pesantren Darunnhdlatain Nahdlatul Wathan Pancor Lombok Timur sebagai pemegang kekuasaan dalam lingkungan lembaga pendidikan Hamzanwadi Nahdlatul Wathan Pancor Lombok Timur mampu menciptakan keharmonisan sehingga tetap terjalin hubungan baik antar setiap personil agar dapat mewujudkan iklim organisasi yang lebih baik.

ABSTRACT

There are still many problems that must be completed by the manager of the boarding school, but the problem must be a whip to keep clean and self- reflection to a more advanced. One of them marked with the mindset of a regular (systematic), the implementation of activities that are systemized, and responsive to the activities or tasks properly and regularly so that the boarding school also has a competitive advantage.

Based on the exposure above, how problematic leadership Hamzanwadi Boarding School Education Foundations Darunnahdlatain Nahdlatul Wathan Pancor East Lombok, and how the foundation's development strategy of Hamzanwadi Boarding School Education Darnnahdlatain Nahdlatul Wathan Pancor East Lombok.

This study used qualitative research with the aim to provide a description and may know the subject more closely. There are three stages of the research methods adopted in the search data, observation, interview, and documentation.

Results were: first, (1) the absence of programs written from the Foundation's Educational Boarding School of Hamzanwadi Darunnahdlatain Nahdlatul Wathan Pancor East Lombok as the primary reference for preparing the program for each institution. (2) There is no outline of the prow of YPH PPD NW Pancor organization. (3) Poor communication among administrators and members of each institution. (4) Poor coordination of each board, and (5) The impression of "closeness" with the family foundation in the placement position. Second, in an effort to develop the institutions, they implement some strategies, (1) do periodization management, including the head of school/madrassa along the vice principal of Madrasa. (2) conduct periodic construction (3) trying to create a healthy condition for the organization established a healthy relationship and communication (4) forward, the foundation will conduct a centralized system. (5) the foundation will continue to encourage each school or madrassa institutions to continuously innovative breakthroughs and creative (6) hold periodic trainings and conduct comparative studies in order to improve the quality of institutions and competence of teachers and educational staff who have a foundation.

From these results, the researchers suggest that all part of Hamzanwadi Boarding School Education Darunnahdlatain Nahdlatul Wathan Pancor East Lombok should be as the holders of power within Educational Institutions of Hamzanwadi Nahdlatul Wathan Pancor East Lombok which to be able to create a harmony in order that there is a good relationship exists between any personnel in having good condition of organizations.