This finding is highlights how structured
extracurricular management ranging from planning and implementation to
evaluation can increase student participation and drive achievements at local
and national levels. The findings are highly relevant for schools and madrasahs
seeking to strengthen educational quality through non-academic programs.
Why Should Extracurricular
Activities Be Managed Strategically?
Education is not solely about academic scores. Law Number 20 of 2003 on the National Education System emphasizes that education aims to develop students’ character, intelligence, and skills holistically. At MTs Al Ihya Majenang an Islamic junior high school established in 1989 the number of students has grown from 80 at its founding to 230 students in the 2023/2024 academic year. The madrasah offers three main extracurricular programs: Scouting, Sports, and Dance. Several achievements, particularly in scouting and sports competitions, demonstrate the success of these programs. However, this success did not occur by chance. The researchers found that the key factor was the systematic application of strategic management.
Research Method
The study employed a qualitative
approach with a phenomenological design. Data were collected through:
·
Interviews with the school principal, scout
supervisors, and students
·
Direct observation of extracurricular activities
·
Analysis of school planning documents
The data were analyzed using the Miles, Huberman, and Saldana model, which includes data collection, reduction, display, and verification. This approach provided a comprehensive understanding of how strategies were designed and implemented in practice.
Main Research Findings
Strategy Formulation Begins with
SWOT Analysis
The initial stage of management begins
with a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). This
process involves the foundation head, school principal, vice principals for
curriculum and student affairs, treasurer, and extracurricular supervisors.
Strategic steps include:
·
Formulating the vision and mission
·
Establishing goals and measurable targets
·
Determining activity priorities based on
students’ interests and talents
A clear target was set: 80% of
students must actively participate in at least one extracurricular activity.
Implementation: Mandatory
Participation in at Least One Activity
During the implementation phase:
·
Each student is required to participate in at
least one extracurricular activity.
·
Activities are conducted outside regular school
hours.
·
Supervisors receive training to improve
competency.
·
Students are encouraged to participate in
competitions at local, provincial, and national levels.
The most popular activities
among students include calligraphy, futsal, volleyball, and badminton. The
research confirms that extracurricular activities not only develop technical
skills but also foster soft skills such as discipline, teamwork, leadership,
and self-confidence.
Systematic Evaluation Process
Evaluation is an essential part of the
management cycle. The madrasah measures:
·
Student participation rates
·
Achievement of program targets
·
Popularity and effectiveness of activities
·
Feedback from students, teachers, and parents
The evaluation results serve as a
foundation for program improvement in the following academic year.
Impact and Implications
The study demonstrates that strategic
extracurricular management directly contributes to:
- Increased student participation
- Strengthened character and religious moderation values
- Development of leadership and social skills
- Improved school achievements
Research Recommendations
The researchers recommend further
studies to:
- Quantitatively measure the influence of extracurricular activities on academic achievement.
- Examine the impact of extracurricular participation on students’ life skills and leadership development.
- Explore the integration of digital technology in extracurricular management.
A mixed-method approach is considered capable of providing more comprehensive findings.
Author Profiles
· Ade Saring Mulyadi, M.Pd. Lecturer at
IAINU Kebumen, specializing in Islamic education management and school
development strategies.
·
Eliyanto, M.Pd. Academic at IAINU Kebumen, focusing on
educational leadership.
·
Benny Kurniawan, M.Pd. Researcher in
Islamic education and curriculum development.
·
Atim Rinawati, M.Pd. Lecturer at IAINU
Kebumen, specializing in madrasah management.
·
Tahrir Rosadi, M.Pd. Academic specializing in educational
institution management.
· Siti Fatimah, M.Pd. Researcher in education and program evaluation.
Research Source
Ade
Saring Mulyadi, Eliyanto, Benny Kurniawan, Atim Rinawati, Tahrir Rosadi, dan
Siti Fatimah. Extracurricular Program Strategy Management at Islamic Junior
High School. International
Journal of Scientific Multidisciplinary Research (IJSMR),
Vol. 4, No. 1, pp. 45-56. 2026.
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