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The persistent issue of high youth unemployment among Senior High School (SHS) graduates necessitates cultivating an entrepreneurial mindset through formal education, making Entrepreneurship Education (EE) a national strategic imperative. This Systematic Literature Review (SLR) critically analyzed 15 empirical articles, selected via the strict PRISMA protocol, to evaluate the effectiveness of diverse EE curriculum models in enhancing students' Entrepreneurial Interest (Intention) and Attitude. The key finding is that EE implementation is substantially effective only when executed through active, experience-based pedagogical models such as Experiential Learning, Project-Based Learning (PjBL), and the Teaching Factory which are superior in fostering practical competency and significantly boosting Entrepreneurial Self-Efficacy and positive Attitude, consistent with the Theory of Planned Behavior. Successful implementation also critically depends on robust operational factors, including structured curriculum management (e.g., PDCA cycle) and the availability of competent teachers. In conclusion, the findings provide a strong evidence-based framework, recommending that policymakers prioritize experiential models and integrate modern elements like Digital Literacy and Non-cognitive Skills to produce SHS graduates with genuine entrepreneurial readiness.

The growing demand for integrated Islamic schools to deliver high-quality education that emphasizes both academic excellence and character development has encouraged the adoption of Total Quality Management (TQM) as a modern and relevant management approach. TQM is considered appropriate because it highlights continuous improvement, active involvement of all school members, and a strong focus on customer satisfaction within the educational context. This study aims to analyze the implementation of TQM in improving school quality at three integrated Islamic junior high schools: SMP IT Al-Khoiriyyah, SMP IT Nurul Islam, and SMP IT Baitul Anshor. The research employed a qualitative method using a multi-case study design. Data were collected through in-depth interviews, direct observations, and document analysis involving principals, vice principals, teachers, educational staff, students, and parents. Data analysis followed the stages of reduction, presentation, and inductive conclusion drawing. The findings indicate that TQM implementation in all three schools followed four main stages: planning, organizing, implementation, and monitoring and evaluation. During planning, TQM principles were embedded in School Work Plans, the PDCA cycle was applied, and stakeholders were actively involved. Organizing focused on quality-based structures, clear task distribution, and teamwork. Implementation included quality-oriented learning, teacher development, extracurricular activities, and integrated Islamic programs, while monitoring involved supervision, internal audits, evaluation meetings, and feedback systems. Supporting factors included visionary leadership, Islamic work culture, and parental support, while challenges involved limited facilities, uneven teacher competencies, and heavy workloads.

This study aims to describe the implementation of the Deming Model performance management (PDCA cycle) at the Tanjungpinang City Satpol PP office. The type of research used is descriptive research with a qualitative approach, with data obtained through in-depth interviews with Mr. Ray as secretary, and staff involved in daily operations, as well as direct observation. Data analysis uses thematic analysis techniques that include three main steps: data reduction, data presentation, and conclusion drawing. The results showed that the implementation of the PDCA cycle at the Tanjungpinang City Satpol PP office has had a positive impact on improving organizational performance. Through structured stages from planning (Plan), implementation (Do), checking (Check), to corrective action (Act), the Satpol PP Office is able to plan and implement policing programs more effectively and efficiently. However, there are obstacles such as lack of training, budget limitations, and suboptimal coordination between sections. Performance evaluation needs to be improved in terms of more integrated measurement and monitoring. The implications of this study emphasize the importance of coordination and systematic evaluation for continuous improvement.