CHANGE MANAGEMENT TRANSFROMATION IN ISLAMIC EDUCATION OF INDONESIA

Authors

  • Bashori Bashori Universitas Islam Negeri Imam Bonjol Padang, Indonesia, Indonesia https://orcid.org/0000-0002-8445-9032
  • Muhammad Anggung Manumanoso Prasetyo Institut Agama Islam Negeri Lhokseumawe, Indonesia, Indonesia
  • Edi Susanto Sekolah Tinggi Ilmu Tarbiyah Misbahul Ulum Palembang, Indonesia, Indonesia

DOI:

https://doi.org/10.25128/2520-6230.20.1.7.

Keywords:

Change Management, The Higher of Islamic Education.

Abstract

This research aims to find out how the change management process was carried out at the Islamic College in Indonesia, and what the backgroud changes occur was. This research method used qualitative with data collection techniques of interviews, documentation, and observation. The results of this study indicated that the factors driving change were namely; internal and external factors. Internal factors can be arised from within the organization of Islamic higher education institutions. Meanwhile, internal factors can be arised from outside the organization or institution. In the process of change that occurred at UIN Riau and UIN Bandung, Kurt Lewin's theory was more dominated as the main model. However, from the results of this study, the authors resulted in the development of a more dynamic theory of Kurt Lewin, namely (doctrining, unfreezing, changing, freezing, innovating). The five steps of the process of change the researchers produced from an argumentative analysis that changed in nature continue to occur, so that it took various innovations to one another and continuous innovation.

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Published

2020-03-30

How to Cite

Bashori, B., Prasetyo, M. A. M., & Susanto, E. (2020). CHANGE MANAGEMENT TRANSFROMATION IN ISLAMIC EDUCATION OF INDONESIA. Social Work and Education, 7(1), 84–99. https://doi.org/10.25128/2520-6230.20.1.7.

Issue

Vol. 7 No. 1 (2020): Social work and education

Section

RECENT ISSUES IN EDUCATION

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Copyright (c) 2020 Bashori Bashori, Muhammad Anggung Manumanoso Prasetyo,, Edi Susanto

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