EKSISTENSI MADRASAH DINIYAH TAKMILIYAH AWALIYAH (MDTA) DI JAMBI: PERSPEKTIF PENGELOLA, STRATEGI KEBERLANJUTAN, DAN TANTANGAN KELEMBAGAAN

Imron Rasyadi, NIM.: 20300012016 (2026) EKSISTENSI MADRASAH DINIYAH TAKMILIYAH AWALIYAH (MDTA) DI JAMBI: PERSPEKTIF PENGELOLA, STRATEGI KEBERLANJUTAN, DAN TANTANGAN KELEMBAGAAN. Doctoral thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

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	Text (EKSISTENSI MADRASAH DINIYAH TAKMILIYAH AWALIYAH (MDTA) DI JAMBI: PERSPEKTIF PENGELOLA, STRATEGI KEBERLANJUTAN, DAN TANTANGAN KELEMBAGAAN) 20300012016_BAB-II_sampai_SEBELUM-BAB-TERAKHIR.pdf Restricted to Registered users only Download (13MB) | Request a copy

Abstract

This dissertation is triggered by the anxiety about the existence continuation of Madrasah Diniyal Takmiliyah Awaliyah (MDTA) of Jambi over the period of 2010 to 2025, amid modern education and social changes. While the government gives the management of MDTA flexibility and creativity to always meet the changing needs, many madrasahs in Jambi run the school with inadequate number of students, weakening society’s support, and critical identity which leads to collapse. The continuation of such school, however, is closely dependent upon the management’s perspective since the stakeholders’ viewpoint can bring an institution progress. This study overlooks the management’s points of view, the adapting strategy, and the primary challenge before offering a sustainability concept which makes MDTA always relevant and survive in this modern era, Employing a phenomenology approach, this qualitative ressearch was carried out in two regions whose cgaracteristic is different (i.e. Merangin District and the town of Jambi). The objects of study were four MDTAs, selected under purposive sampling technique. Data were collected through in-depth interviews, on-site observations, and document reviews. They were analyzed according to the following steps: reduction, display, and conclusion-drawing, and then being validated systematically. The study discovered that (1) from 2010 to 2025, the vision and mission of MDTA were just an administrative formality; the management of MDTA went on a simple way; MDTA was regarded as a Non-Governmental Organization. MDTA served as an Islamic tradition guardian, and as a formal-education complementary body. (2) MDTA of Jambi has set a formula for enabling the institution to adjust itself to the society’s growing demand. The policy involves schedule synchronization, flexible curriculum development, and extracurricular exertion, such as tahfiz and Islamic arts. A number of MDTAs waive school fees and invite the third parties to participate financially in the running of the schools. (3) The MDTA management faces some difficulties, such as high-quality teacher shortage, training opportunity inadequacy, finance resource impediment, and societysupport deficit. Competition between modern Islamic schools and the religion integration at school also demotivates some student-to-be. This dissertation presents a perspective on the management of MDTA, namely being manifested in the shift from traditional conventional perspective to social-responsive management approach.

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