Monthly Archives: May 2013

Aku Ini Binatang Jalang/Khairil Anwar/CHAIRIL ANWAR

AKU INI BINATANG JALANG, CHAIRIL ANWAR 001DESKRPSI BIBLIOGRAFI :
1. Title and Statement of Responsibility Area =  Aku Ini Binatang Jalang/Khairil Anwar/CHAIRIL ANWAR
2. Edition Area                                            = 22  Ed,  2010
3. Material Specific Details Area              =  Fictie Data Area
4. Publication, Distribution, ETC., Area   = Jakarta: PT Gramedia Pustaka Utama,1986
5. Physical Description Area                      = v,vi,vii,ix,x,xi, xii, xiii, xiv+111 page; 14cm x 21 cm
6. Series Area                                               = poem Collection
7. Note Area                                                 = Bibl. : -, Indeks : 188-189
8. SN  and Terms of Availability Area      =  978-979-403-052-3
9, Spicialy number area                              =  01154800
11. Deskripsi Area                             =
Throughout this time we can not find Chairil Anwar’s poems in one book. Most of us find in the roar of Mixed Dust and ‘sharp gravel and the deprived and the End’, while others in the ‘Three Reveals Fate and “Pioneer of the Armed 45.Akan Anwar but the poems are terdap [at in  various book now united dam “I am the Beast Bitches” ini.Selain overall original poem in this collection is also loaded for the first time-Chairil letters describing “The state of the Soul”-to his friend, HB. YASIN Already Indonesia should  every lover of literature has a collection of poems poet who “will live a thousand years” is. GOOD READ AND appreciate! VOCATIONAL HIGHT SCHOOL TEN LIBRARY IN MALANG .

DESKRIPSI BIBLIOGRAFI
1. Judul dan pengarang  =  AKU INI BINATANG JALANG(Koleksi sejak 1942-1949)/Chairil Anwar
2. Cet/Edisi                       = ke-22  Ed   , 2010
3. Topik/Klasifikasi          =  Fiksi  Data Area
3. Penerbitan                  = Jakarta: PT Gramedia Pustaka Utama,1986
4. Diskripsi Fisik              =  v,vi,vii,ix,x,xi, xii, xiii, xiv+111 hlm.; 14cm x 21 cm
5. Seri                              = Kumpulan Puisi
6. Catatan                       = Bibl. : -, Indeks : 188-189
7. ISBNdan Harga          =  978-979-403-052-3
8. Nomor  Unik              =  01154800
9. Daerah deskrepsi      =
Selama ini kita tidak bisa menemukan sajak-sajak Chairil Anwar dalam satu buku. Sebagian kita temukan dalam Deru Campur Debu dan ‘Krikil Tajam dan Yang Terampas dan Yang Putus’, sedangkan sebagian lagi dalam ‘Tiga Menguak Takdir dan ” Chairil Anwar Pelopor Angkatan 45.Akan tetapi sajak-sajak yang terdap[at da;lam pelbagai buku itu sekarang disatukan dam “Aku ini Binatang Jalang” ini.Selain keseluruhan sajak asli, dalam koleksi ini juga dimuat untuk pertama kalinya surat-surat Chairil-yang menggambarkan”Keadaan Jiwa”-nya-kepada karibnya,H.B.YASIN  Sudah sepatutnyalah setiap pecinta sastra Indonesia memiliki koleksi sajak penyair yang”mau Hidup seribu tahun lagi” ini. SELAMAT MEMBACA DAN BERAPRESIASI ! PERPUSTAKAAN SMKN 10 MALANG.

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KOORDINASI DALAM MANAJEMEN KEPEMIMPINAN

Setiap lembaga sebagai oraganisasi dalam usaha untuk mencapai tujuannya  secara fektif memerlukan adanya  koordinasi dalam menjalankan tugasnya sesuai dengan pembagian tugasnya masing-masing. Dengan adanya koordinasi ini, diharapkan tidak terjadi ekerjaan yang tumpang tindih. Tanpa koordinasi sulit diharapkan tujuan organisasi tercapai secara efektif dan efisien. Fungsi   koordinasi dalam organisasi seperti halnya group musik yang menghasilkan suatu melodi yang merdu. Masing-masing anggota group memainkan alat musiknya sesuai dengan fungsinya.

Dalam berkoordinasi tentu terjadi negosiasi-negosiasi untuk mendapatkan kesepakatan. Salah satu tugas manajer adalah mengkoordinasikan pekerjaan individu, kelompok, dan organisasi melalui fungsi-fungsi manajemen lainnya. Koordinasi dalam kenyataannya mudah diucapkan tetapi sulit dilakukan. DalamT tulisan sederhana ini disyajikan  pengertian koordinasi, manfaat  koordinasi,  prinsip koordinasi, dan ciri-ciri koordinasi yang efektif.

Koordinasi menurut Chung & Megginson (1981) dapat didefinisikan sebagai proses motivasi, memimpin, dan mengkomunikasikan bawahan untuk mencapai tujuan organisasi. Sutisna (1989) mendefinisikan koordinasi ialah proses mempersatukan sumbanga-sumbangan dari orang-orang, bahan, dan sumber-sumber lain ke arah tercapainya maksud-maksud yang telah ditetapkan. Anonim (2003) mendefinisikan koordinasi ialah suatu sistem dan proses interaksi untuk mewujudkan keterpaduan, keserasian, dan kesederhanaan berbagai kegiatan inter dan antar institusi-institusi di masyarakat melalui komunikasi dan dialog-dialog antar berbagai individu dengan menggunakan sistem informasi manajemen, dan teknologi informasi.

Berdasarkan pendapat para pakar dapat disimpulkan bahwa yang dimaksud dengan koordinasi ialah proses mengintegrasikan (memadukan), mensinkronisasikan, dan menyederhanakan pelaksanaan tugas yang terpisah-pisah secara terus-menerus untuk mencapai tujuan secara efektif dan efisien. Tanpa adanya koordinasi, individu-individu dan bagian-bagian akan tidak dapat melihat peran mereka dalam suatu organisasi. Mereka akan  terpengaruh oleh kepentingan-kepentingan pribadi (ego sektoral) dan bahkan sampai mengorbankan sasaran-sararan organisasi yang lebih luas.

Koordinasi adalah bagian penting dalam organisasi atau lembaga yang meliputi  unit-unit kerjai , lebih-lebih organisasi itu sangat besar. Semakin besar suatu lembaga/organisasi semakin banyak  unit-unit kerja bermacam-macam  yang erat hubungannya, semakin besar pula kemungkinan terjadinya masalah-masalah koordinasi.

Pendekatan yang digunakan dalam koordinasi adalah pendekatan sistem. Dengan pendekatan sistem memandang koordinasi sebagai pengintegrasian, pensinkronisasian, dan penyederhanaan pelaksanaan tugas yang terpisah-pisah secara terus-menerus oleh sejumlah individu atau unit sehingga semuanya bersatu dalam jumlah yang tepat, mutu yang tepat, tempat yang tepat, dan waKepala Sekolah yang tepat dalam  mencapai tujuan secara efektif dan efisien. Dengan koordinasi terjadi keseimbangan sejumlah bagian yang berlainan dengan menyelaraskan interaksinya sehingga keseluruhan organisasi bergerak ke suatu tujuan yang sudah ditentukan secara efektif dan efisien sebagai suatu sistem.

Hakekat pekerjaan seorang manajer menurut Gibson, et.al. (2003) adalah mengkoordinasikan tugas individu, kelompok, dan organisasi dengan empat fungsi manajemen yaitu planning, organizing, leading, and controlling untuk mencapai tujuan individu, kelompok, dan organisasi secara efektif. Untuk memperjelas pernyataan di atas, Gibson, et.al. (2003) s

c.  Manfaat Koordinasi

Koordinasi bermanfaat bagi KEPALA SEKOLAH:

1.   untuk mewujudkan KISS (koordinasi, integrasi, sinkronisasi, dan  simplifikasi) agar tujuan organisasi tercapai secara efektif dan efisien;

2.   memecahkan berbagai konflik kepentingan berbagai pihak yang terkait;

3.   agar manajer pendidikan mampu  mengintegrasikan dan mensinkronkan  pelaksanaan tugas-tugasnya dengan stakeholders  pendidikan yang saling bergantungan, semakin besar ketergantungan dari unit-unit,  semakin besar pula kebutuhan akan pengkoordinasian;

4.   agar manajer pendidikan mampu mengkoordinasikan pembangunan sektor pendidikan dengan pengembangan sektor-sektor lainnya;

5.   agar manajer pendidikan mampu mengintegrasikan kegiatan fungsional dinas pendidikan dan tujuan-tujuan dari unit organisasi yang terpisah-pisah untuk mencapai tujuan bersama dengan sumberdaya yang terbatas  secara efektif dan efisien;

6.   adanya pembagian kerja di mana semakin besar pembagian kerja, semakin diperlukan pengkordinasian/penyerasian sehingga tidak  terjadi duplikasi atau tumpang tindih pekerjaan yang menyebabkan pemborosan;

7.   untuk mengembangkan dan memelihara hubungan yang baik dan harmonis di antara kegiatan-kegiatan baik fisik maupun nonfisik dengan  stakeholders;

8.   untuk memperlancar pelaksanaan tugas dalam rangka mencapai tujuan   pendidikan dengan sumberdaya pendidikan  yang terbatas;

9.   mencegah terjadinya konflik internal dan eksternal sekolah   yang kontra produktif;

10. mencegah terjadinya kekosongan ruang dan waKepala Sekolah; dan

11. mencegah terjadinya persaingan yang tidak seha.

d.   Prinsip-prinsip Koordinasi

Prinsip-prinsip koordinasi disingkat KOORDINASI. .  Kesamaan: sama dalam visi, misi, dan langkah-langkah  untuk mencapai tujuan bersama (sense of purpose), . Orientasikan: titik pusatnya pada sekolah (sebagai koordinator) yang simpul-simpulnya  stakeholders sekolah.

Organisasikan: atur orang-orang yang berkoordinasi untuk membina sekolah harus berada dalam satu payung (terorganisasi) sehingga sikap egosektoral dapat dihindari.
Rumuskan :   nyatakan secara jelas wewenang, tanggung jawab, dan tugas-tugas masing-masing agar  tidak tumpang tindih.

Diskusikan:  cari cara yang efektif, efisien, dan komunikatif dalam berkoordinasi.

Informasikan: semua hasil diskusi dan keputusan mengalir cepat ke semua pihak yang ada dalam sistem jaringan koordinasi (coordination network system)Negosiasikan: dalam perundingan mencari kesepakatan harus saling menghormati (team spirit) dan usahakan menang-menang,  jangan sampai pihak sekolah sebagai koordinator justru dirugikan.Atur jadwal: rencana  kordinasi harus dipatuhi dengan sebaik- baiknya oleh semua pihak  Solusikan :satu masalah dalam simpul jaringan harus dirasakan dan dipecahkan semua stakeholders  dengan sebaik- baiknya.

. Insyapkan     :

setiap harus stakeholders memiliki laporan tertulis yang lengkap dan siap menginformasikannya sesuai kebutuhan koordinasi.

e.  Karakteristik Koordinasi yang Efektif

1) Tujuan berkoordinasi tercapai dengan memuaskan semua pihak terkait.

2)  Koordinator sangat proaktif dan stakeholders  kooperatif.

3) Tidak ada yang mementingkan diri sendiri atau kelompoknya (egosektoral).

4) Tidak terjadi tumpang tindih tugas.

5) Komitmen semua pihak tinggi.

6) Informasi keputusan mengalir cepat ke semua pihak yang ada dalam sistem jaringan  koordinasi.

7) Tidak merugikan pihak-pihak yang berkoordinasi.

8) Pelaksanaan tepat waKepala Sekolah.

9) Semua masalah terpecahkan.

10)Tersedianya laporan tertulis yang lengkap dan rinci oleh  masing- masing stakeholder.

2.  Contoh Koordinasi

Penggunaan kelas, laboratorium, bengkel, sarana dan prasarana lainnya secara bersama-sama

3. Ringkasan

Salah satu tugas manajer adalah mengkoordinasikan.  Koordinasi ialah proses mengintegrasikan, mensinkronisasikan, dan menyederhanakan pelaksanaan tugas yang terpisah-pisah secara terus-menerus untuk mencapai tujuan secara efektif dan efisien. Pendekatan yang digunakan dalam koordinasi adalah pendekatan sistem. Koordinasi bermanfaat bagi KEPALA SEKOLAH untuk mewujudkan KISS (koordinasi, integrasi, sinkronisasi, dan  simplifikasi) agar tujuan organisasi tercapai secara efektif dan efisien. Prinsip-prinsip koordinasi disingkat KOORDINASI. Ada 10 karakteristik kodinasi yang efektif.

Daftar Pustaka

Chung, K.H. & Megginson, L.C. 1981. Organizational Behavior Developing Managerial Skills. New York: Harper & Row, Publishers.

Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R.

2003. Organizations: Behavior, Structure, Processes. 11th

Edition. New York: McGraw-Hill Irwin.

 

SCHOOL LIBRARY DEVELOPMENT Nuril Anwar, S.Pd.

The school library is an essential part of the educational component of its existence that can  not be separated from the school environment. As one means of education, school library serves as a learning support for students / student and school libraries also serve to help students and teachers in promoting the achievement of educational goals in school. School library must allow the educational staff and the learners an opportunity to expand and gain knowledge by reading library materials containing the necessary knowledge in teaching and beyond KBM .. Mission of the school library (SNI7329: 2009) which provides information and ideas that are the foundation to function well in society today are based on information and knowledge; provide a means for students to be skilled lifelong learning and are able to develop the intellect so that they may live as responsible citizens. School library purposes (SNI7329 :2009) provides a learning resource center that can help develop and increase interest in reading, information literacy, talents and abilities of learners. But based on the facts on the ground a lot of problems that can hinder that goal. The problem, among others, the following: lack of awareness among school leaders and the school library on the translation of the mission and goals of the school library; Lack of knowledge of school leaders and the school library on the management and organization of the library; lack of motivation and role of government, both levels of government and agencies dtruktural local to central library. In this simple article the author tries to discuss penelesaian or way out of some of the problems mentioned above. Development of a library should be based on the policy of the institution shade, unless the library is independent. The main base is the foundation that must be the vision and mission of the institution. Libraries must act to support the achievement of the vision and mission. Independent library should also have a vision and a mission to serve as a foothold development path. With a clear vision and mission, it can be made a measure or indicator of success to be achieved in the development. For example libraries and shade on an ongoing basis should be able to create conditions that support the development of library cooperation so that everything can be a standard library. Standard library includes: standard collections, librarians  standards  value and administrative staff,  poor service standards (type and form of service); Coverage users (local communities – regional – national – ff.); Supporting facilities (buildings and equipment) Priority is given to the components that best supports institutional development targets. Another consideration is the availability of funds owned. At each development activity, the main proponent is required to ensure success. The first is a supporter of the funds (fund). The next proponents are planning (planning) where it was loaded on the purpose of each activity, performance size, shape program. At the planning was also mentioned when each goal should be achieved. The third is the main supporter of the human resource manager library (Head of Libraries, librarians, technical staff) who know their respective roles so that would be willing to be responsible for the success or failure / delay in the achievement of goals. Steps should be initiated development of a joint agreement of each component in the system, starting from the head of school, the library to the user. All components must agree on what is to be developed, as well as the consequences to be faced due to development (eg, new and different atmosphere). Thus all the components will move in the same direction, do not make their own way. Some steps that can be done is: With membuat SWOT analysis.  in order to measure the success of development activities required size is determined by the agency based on existing conditions. The trick is to create a SWOT analysis (Strength, Weakness, Opportunities, Threat), which is to see what theSTRENGTH (S) institutions: the amount and level of HR education, networking, and all internal power, what WEAKNESSES (W) institutions: lack of funds, collection of outdated, space less representative, and other internal weaknesses, OPPORTUNITIES (O) which looks at external institutions: government policy, the offer of cooperation, scholarship opportunities, and all of the external opportunities, THREATS (T) from the external that will hinder development efforts : competition with similar institutions, globalization, the public image of the institution over the years. By determining the target size (standard) success measures are based on objective, which is formulated in the SWOT analysis.  Sizes are made to be rational in order to be a very high success rate. If possible, measure of success should be a number (quantity). If not, you can also measure the quality of, for example: In the room service will be installed 15 computers on-line; Librarian educated S1 increased to 3 people, or maybe There is a new service that has more appeal tinggidan library users to use all the services presented with size clear that a manager will be able to make the minimum target that can be achieved and can make an evaluation of the success rate (target 15 computer – the realization of the 10 computers = achievement …..%) Having clear performance measures, create a program to achieve the set targets, for example: Cooperation with companies to procure new computers for field service; Improving the quality of human resources through education bachelor’s degree; Revitalization Workshop PerpustakaanYang Service to remember is that all programs should be based on agency policies shade to gain support (at least not-support-moral) of the institution. In addition, must consider the results of a SWOT analysis as the reference programming. Next is to calculate the budget that must be spent in the development activities. Basic budget can be determined based on the availability of the budgets provided by or based on the goals to be achieved which have an impact on the program will be made. Whole grains should budget carefully calculated so that nothing passed that no activity should be stopped because of error calculation of funds. Then, set a definite time but rational for each program to be carried out. Choose a program that can be executed in parallel and which programs should be done consecutively or one after the other. The timing of this, the division of labor will be more clear and easy to do because there will be no clash of processing time and program librarians to be filmed concurrently. Many people think that the timing is something simple. However, timing errors can make a program not fulfilled perfectly for allocation wrong (too long or too briefly). Then no measure of time, the manager can not sue his team to move quickly. This problem seems every time complained of by many libraries is the desire to move forward. Though the problem is not outside but inside the library, the mindset is still self-oriented. The mindset of the library is to maintain the assumption that the non-commercial organization that needs support and can not support themselves because they have no income. For that this mindset should be abandoned because it is no longer relevant to current conditions, the autonomy era and the era of globalization. In the current era of true principle: “those who are able to help”. So to get the support, a library must be able to demonstrate what has been achieved with the existing conditions. All these achievements have tertuangkan in a complete report both quantitative and qualitative reports reports. Relate the components held, what already works and what is being done, especially how the library has a role in supporting the program and the institution as a stakeholder shade utilization rate by the user on all of the services presented. Shows the progress that has been achieved, no longer support the petition begging because they have and have not done anything, but rather a plea to ‘add’ what-have for the library better able to move forward. This application form, agencies generally do not see support as something big and expensive (although ‘extras’ that needed to be 90% of what is already held – simply add 14 computers from a single computer that already exist). On each petition, the library must not think of ourselves about what is going to be felt by the library, but is more oriented to the benefits that can be obtained underwriter or sponsor agency, or other entity to work with, if the library can grow. Simply put: “This development is not for us (the library), but for those of you who have supported”. Mention clearly the changes and advances that would occur in the body have a quality library. Glance it seems this way to diminish the role and position as a library. When in fact it is the role of library supporters, driving, provider of assistance to an agency that will develop. Library is not a producer of a stand-alone product that can provide financial benefits. He is one component of the many components of an institution. However, the library should be able to convince all parties: “we are the most important component among others.” The steps in developing this library is easier to talk about than done. However, this effort should always be made by continuing to use the principle of “give and take”, ie what can be provided by the library, and because it was then the library should also have the right to obtain financial support or other material support. Because the progress of an institution is determined by the progress of the institution, so hopefully no one institution / school library is not mempreoritaskan progress. References: 1. Decision of the minister of interior and local autonomy No. 3 of 2001 ‘on the village library / village 2. Regulation of the Indonesian republic national education minister number 25 of 2008 on Standards for school librarian / madrasah 3. Regulation of national education minister republic Indonesia number 25 year 2008 on standards for school librarian / madrasah with the grace of God Almighty minister of national education,