STRATEGI MANAJEMEN PENGEMBANGAN KOMPETENSI DAYA SAING LULUSAN PONDOK PESANTREN MIFTAHUL ULUM BANYUPUTIH KIDUL LUMAJANG

sarkowi, sarkowi (2025) STRATEGI MANAJEMEN PENGEMBANGAN KOMPETENSI DAYA SAING LULUSAN PONDOK PESANTREN MIFTAHUL ULUM BANYUPUTIH KIDUL LUMAJANG. Doctoral thesis, UIN KHAS JEMBER.

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Abstract

Abstrak
Sarkowi, 2025. Strategi Manajemen Pengembangan Kompetensi Daya Saing
Lulusan Pondok Pesantren Miftahul Ulum Banyuputih Kidul Lumajang.
Disertasi, Program Studi Manajemen Pendidikan Islam Pascasarjana
Universitas Islam Negeri Kiai Haji Ahmad Shiddiq Jember. Promotor: Prof.
Dr. Hj. Titiek Rohana Hidayati, M.Pd, Co-Promotor : Prof. Dr. H. Hepni,
S.Ag.M.M.
Keywords: Strategi Manajemen, Kompetensi, Daya Saing lulusan.
Pendidikan di era transformasi bisnis global abad 21 harus mampu
menjawab isu strategis kebutuhan sumber daya manusia yang memiliki keunggulan
kompetitif berkelanjutan. Pondok Pesantren Miftahul Ulum Banyuputih Kidul
Lumajang dalam pencapaian visinya untuk menjadi pesantren unggul dalam
melahirkan generasi muslim yang ber-IMTAQ, ber-IPTEK serta ber-Akhlakul
Karimah ala Aqidah Ahlu as-Sunnah wal Jama'ah, dengan mengadaptasi model
manajeman strategi tanpa mengorbankan identitas dan ke-khas-an. Hasilnya,
mampu menjadikan lulusannya sebagai generasi ulama yang memiliki komptensi
daya saing abad 21. Penelitian ini berupaya untuk mengkaji implentasi manjemen
strategi di Pesantren Miftahul Ulum Banyuputih Kidul Lumajang, dalam aspek
strategi pengembangan kompetensi daya saing lulusannya.
Penelitian ini difokuskan pada tiga kajian, yaitu pertama bagaimana strategi
internal dalam pengembangan daya saing kompetensi lulusan Pondok Pesantren
Miftahul Ulum Banyuputih Kidul Lumajang, kedua bagaimana strategi eksternal
dalam pengembnagn kompetensi daya saing lulusan Pondok Pesantren Miftahul
Ulum Banyuputih Kidul Lumajang? Dan ketiga, bagaimana struktur strategi
pencapaian dalam pengembangan kompetensi daya saing lulusan Pondok Pesantren
Salafiyah Miftahul Ulum Banyuputih Kidul Lumajang?
Proses penelitian dilakukan dengan menggunakan pendekatan kualitatif
dengan jenis fenomenologis pada lokasi terpilih PPMU Banyuputih Kidul
Lumajang. Pengumpulan data menggunakan observasi partisipan, wawancara
mendalam dan studi dokumentasi. Sedangkan analisisnya penelitian ini menggunakan
deskriptif interaktif dengan model Miles Huberman dan Saldana
Hasil penelitian ini menjelaskan bahwa strategi dalam pengembangan
kompetensi daya saing lulusannya berlandaskan pada nilai keislaman yang terpapar
dalam tradisi dan budaya yang berkembang di PPMU. Peneliti menyebutnya
dengan “Islamic strategic management model in developing the competitiveness of
21st century graduates” Model ini dijelaskan dalam temuan peneliti; (1) Strategi
internal; integrasi keilmuan, penguatan keahlian tambahan, penguatan kulture
pesantren, dan pemanfaat teknologi Informasi; (2) Strategi eksternal: kolaborasi
sdm eksternal, program pengabdian pesantren kepada masyarakat, penguatan
jejaring alumni, dan kemitraan; (3) Strutur strategi pencapaian; (a) formulasi
straegi; analisis internal dan eksternal, review visi dan misi, perumusan strategi; (b)
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Implementasi Strategi; korporasi, bisnis, fungsional; (c) Evaluasi strategi; aspek
nilai, sikap, pengetaruah dan keterampilan.
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ABSTRACT
Sarkowi, 2025. Management Strategy for Developing Competitiveness of
Graduates of Pondok Pesantren Miftahul Ulum Banyuputih Kidul
Lumajang. Dissertation. Postgraduate Islamic Education Management
Study Program, Kiai Haji Ahmad Shiddiq Jember State Islamic
University. Promoter: Prof. Dr. Hj. Titiek Rohana Hidayati, M.Pd, Co
Promotor : Prof. Dr. H. Hepni, S.Ag,
Keywords: Strategy Management, Competency, Competitiveness of graduates,
Education in the era of 21st century global business transformation must
be able to answer the strategic issue of the need for human resources that have a
sustainable competitive advantage. Pondok Pesantren Miftahul Ulum (PPMU)
Banyuputih Kidul Lumajang in achieving its vision to become a superior
pesantren in giving birth to a generation of Muslims with IMTAQ, science and
technology and morals in the style of Aqidah Ahlu as-Sunnah wal Jama'ah, by
adapting a strategic management model without sacrificing identity and
distinctiveness. As a result, it is able to make its graduates a generation of scholars
who have 21st century competitiveness competencies. This research seeks to
examine the implementation of strategic management at PPMU, in the aspect of
developing strategies for the competitiveness of its graduates
This research is focused on three studies, namely first, how is the internal
strategy in developing the competitiveness of the competence of graduates of
Miftahul Ulum Banyuputih Kidul Lumajang Islamic Boarding School, second,
how is the external strategy in developing the competitiveness of graduates of
Miftahul Ulum Banyuputih Kidul Lumajang Islamic Boarding School? And third,
how is the structure of the achievement strategy in developing the competitiveness
of graduates of the Salafiyah Miftahul Ulum Banyuputih Kidul Lumajang Islamic
Boarding School?
The research process was conducted using a qualitative approach with a
phenomenological type at the selected location of PPMU Banyuputih Kidul
Lumajang. Data collection used participant observation, in-depth interviews and
documentation studies. While the analysis of this research uses interactive
descriptive with the Miles Huberman and Saldana model.
The results of this study explain that the strategy in developing the
competitiveness of graduates is based on Islamic values exposed in the traditions
and culture that develop in PPMU. Researchers call it the “Islamic strategic
management model in developing the competitiveness of 21st century graduates”
This model is explained in the findings of researchers; (1) Internal strategies;
scientific integration, strengthening additional expertise, strengthening pesantren
culture, and utilizing information technology; (2) External strategies:
collaboration of external human resources, pesantren service programs to the
community, strengthening alumni networks, and partnerships; (3) Strategy
structure of achievement; (a) strategy formulation; internal and external analysis,
review of vision and mission, strategy formulation; (b) Strategy Implementation;
corporate, business, functional; (c) Strategy evaluation; aspects of values,
attitudes, knowledge and skills.
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ﻣ ﺴ ﺘ ﺨ ﻠ ﺺ ا ﻟ ﺒ ﺤ ﺚ

ﺷ ﺮ ﻗ ﺎ و ي ، 20252025 . ا ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻹ د ا ر ة ﻟ ﺘ ﻄ ﻮ ﯾ ﺮ ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﺨ ﺮ ﯾ ﺠ ﻲ ﺑ ﻮ ﻧ ﺪ و ك
ﺑ ﯿ ﺴ ﺎ ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ . أ ط ﺮ و ﺣ ﺔ ، ﺑ ﺮ ﻧ ﺎ ﻣ ﺞ د ر ا ﺳ ﺎ ت ﻋ ﻠ ﯿ ﺎ ﻓ ﻲ إ د ا ر ة
ا ﻟ ﺘ ﺮ ﺑ ﯿ ﺔ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ ﻓ ﻲ ا ﻟ ﺪ ر ا ﺳ ﺎ ت ا ﻟ ﻌ ﻠ ﯿ ﺎ ، ﺟ ﺎ ﻣ ﻌ ﺔ ﻛ ﯿ ﺎ ي ﺣ ﺎ ﺟ ﻲ أ ﺣ ﻤ ﺪ ﺷ ﺪ ﯾ ﻖ ﺟ ﻤ ﺒ ﺮ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ
ا ﻟ ﺤ ﻜ ﻮ ﻣ ﯿ ﺔ . ا ﻟ ﻤ ﺮ و ج : أ ﺳ ﺘ ﺎ ذ ة . ﺗ ﯿ ﺘ ﯿ ﻚ ر و ھ ﺎ ﻧ ﺎ ھ ﺪ ا ﯾ ﺘ ﻲ ، ﻣ ﺎ ﺟ ﺴ ﺘ ﯿ ﺮ ، ﻣ ﺮ و ج ﻣ ﺸ ﺎ ر ك : أ و ﺳ ﺘ ﺎ د ھ ﯿ ﺒ ﻨ ﻲ ،
ﻣ ﺎ ﺟ ﺴ ﺘ ﯿ ﺮ .

ا ﻟ ﻜ ﻠ ﻤ ﺎ ت ا ﻟ ﻤ ﻔ ﺘ ﺎ ﺣ ﯿ ﺔ : ا ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻹ د ا ر ة ، و ا ﻟ ﻜ ﻔ ﺎ ء ة ، و ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﻠ ﺨ ﺮ ﯾ ﺠ ﯿ ﻦ

ﯾ ﺠ ﺐ أ ن ﯾ ﻜ ﻮ ن ا ﻟ ﺘ ﻌ ﻠ ﯿ ﻢ ﻓ ﻲ ﻋ ﺼ ﺮ ا ﻟ ﺘ ﺤ ﻮ ل ا ﻟ ﻌ ﺎ ﻟ ﻤ ﻲ ﻟ ﻸ ﻋ ﻤ ﺎ ل ا ﻟ ﺘ ﺠ ﺎ ر ﯾ ﺔ ﻓ ﻲ ا ﻟ ﻘ ﺮ ن ا ﻟ ﺤ ﺎ د ي
و ا ﻟ ﻌ ﺸ ﺮ ﯾ ﻦ ﻗ ﺎ د ر ا ﻋ ﻠ ﻰ ا ﻹ ﺟ ﺎ ﺑ ﺔ ﻋ ﻠ ﻰ ا ﻟ ﻘ ﻀ ﯿ ﺔ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻟ ﻤ ﺘ ﻤ ﺜ ﻠ ﺔ ﻓ ﻲ ا ﻟ ﺤ ﺎ ﺟ ﺔ إ ﻟ ﻰ ﻣ ﻮ ا ر د ﺑ ﺸ ﺮ ﯾ ﺔ
ﺗ ﺘ ﻤ ﺘ ﻊ ﺑ ﻤ ﯿ ﺰ ة ﺗ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻣ ﺴ ﺘ ﺪ ا ﻣ ﺔ . ﺑ ﻮ ﻧ ﺪ و ك ﺑ ﯿ ﺰ ا ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ ﻓ ﻲ
ﺗ ﺤ ﻘ ﯿ ﻖ ر ؤ ﯾ ﺘ ﮭ ﺎ ﻟ ﺘ ﺼ ﺒ ﺢ ﺑ ﯿ ﺰ ا ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﺘ ﻔ ﻮ ﻗ ﺔ ﻓ ﻲ ﺗ ﻨ ﺸ ﺌ ﺔ ﺟ ﯿ ﻞ ﻣ ﻦ ا ﻟ ﻤ ﺴ ﻠ ﻤ ﯿ ﻦ ذ و ي ا ﻟ ﻌ ﻘ ﯿ ﺪ ة و ا ﻟ ﻌ ﻠ ﻢ
و ا ﻟ ﺘ ﻜ ﻨ ﻮ ﻟ ﻮ ﺟ ﯿ ﺎ و ا ﻷ ﺧ ﻼ ق ﻋ ﻠ ﻰ ﻏ ﺮ ا ر ﻋ ﻘ ﯿ ﺪ ة أ ھ ﻞ ا ﻟ ﺴ ﻨ ﺔ و ا ﻟ ﺠ ﻤ ﺎ ﻋ ﺔ ، و ذ ﻟ ﻚ ﻣ ﻦ ﺧ ﻼ ل ﺗ ﻜ ﯿ ﯿ ﻒ ﻧ ﻤ ﻮ ذ ج
ا ﻹ د ا ر ة ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ د و ن ا ﻟ ﺘ ﻀ ﺤ ﯿ ﺔ ﺑ ﺎ ﻟ ﮭ ﻮ ﯾ ﺔ و ا ﻟ ﺘ ﻤ ﯿ ﺰ . ﯾ ﺴ ﻌ ﻰ ھ ﺬ ا ا ﻟ ﺒ ﺤ ﺚ إ ﻟ ﻰ د ر ا ﺳ ﺔ ﺗ ﻄ ﺒ ﯿ ﻖ
ا ﻹ د ا ر ة ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ﻓ ﻲ ﺑ ﯿ ﺴ ﺎ ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ ، ﻣ ﻦ ﺣ ﯿ ﺚ
ا ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ﺗ ﻄ ﻮ ﯾ ﺮ ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﺨ ﺮ ﯾ ﺠ ﯿ ﮭ ﺎ .
ﯾ ﺮ ﻛ ﺰ ھ ﺬ ا ا ﻟ ﺒ ﺤ ﺚ ﻋ ﻠ ﻰ ﺛ ﻼ ث د ر ا ﺳ ﺎ ت ، و ھ ﻲ أ و ﻻ : ﻛ ﯿ ﻒ ھ ﻲ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻟ ﺪ ا ﺧ ﻠ ﯿ ﺔ ﻓ ﻲ ﺗ ﻄ ﻮ ﯾ ﺮ
ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﻜ ﻔ ﺎ ء ة ﺧ ﺮ ﯾ ﺠ ﻲ ﻣ ﺪ ر ﺳ ﺔ ﺑ ﻮ ﻧ ﺪ و ك ﺑ ﯿ ﺴ ﺎ ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل
ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ ، و ﺛ ﺎ ﻧ ﯿ ﺎ : ﻛ ﯿ ﻒ ھ ﻲ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻟ ﺨ ﺎ ر ﺟ ﯿ ﺔ ﻓ ﻲ ﺗ ﻄ ﻮ ﯾ ﺮ ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ
ﻟ ﺨ ﺮ ﯾ ﺠ ﻲ ﻣ ﺪ ر ﺳ ﺔ ﺑ ﻮ ﻧ ﺪ و ك ﺑ ﯿ ﺴ ﺎ ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ ؟ و ﺛ ﺎ ﻟ ﺜ ﺎ ،
ﻛ ﯿ ﻒ ھ ﻲ ﺑ ﻨ ﯿ ﺔ ا ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻹ ﻧ ﺠ ﺎ ز ﻓ ﻲ ﺗ ﻄ ﻮ ﯾ ﺮ ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﺨ ﺮ ﯾ ﺠ ﻲ ﻣ ﺪ ر ﺳ ﺔ ﺑ ﻮ ﻧ ﺪ و ك
ﺑ ﯿ ﺴ ﺎ ﻧ ﺘ ﺮ ﯾ ﻦ ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﻣ ﻔ ﺘ ﺎ ح ا ﻟ ﻌ ﻠ ﻮ م ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ ا ﻟ ﺪ ا ﺧ ﻠ ﯿ ﺔ ؟
أ ﺟ ﺮ ﯾ ﺖ ﻋ ﻤ ﻠ ﯿ ﺔ ا ﻟ ﺒ ﺤ ﺚ ﺑ ﺎ ﺳ ﺘ ﺨ ﺪ ا م ﻣ ﻨ ﮭ ﺞ ﻧ ﻮ ﻋ ﻲ ﻣ ﻦ ا ﻟ ﻨ ﻮ ع ا ﻟ ﻔ ﯿ ﻨ ﻮ ﻣ ﯿ ﻨ ﻮ ﻟ ﻮ ﺟ ﻲ ﻓ ﻲ ا ﻟ ﻤ ﻮ ﻗ ﻊ ا ﻟ ﻤ ﺨ ﺘ ﺎ ر
ﻟ ﻮ ﺣ ﺪ ة ﺣ ﻤ ﺎ ﯾ ﺔ ا ﻟ ﺒ ﯿ ﺌ ﺔ و ا ﻟ ﻤ ﻮ ا ر د ا ﻟ ﻄ ﺒ ﯿ ﻌ ﯿ ﺔ ﻓ ﻲ ﺑ ﺎ ﻧ ﯿ ﻮ ﺑ ﻮ ﺗ ﯿ ﮫ ﻛ ﯿ ﺪ و ل ﻟ ﻮ ﻣ ﺎ ﺟ ﺎ ﻧ ﺞ . و ا ﺳ ﺘ ﺨ ﺪ م ﻓ ﻲ ﺟ ﻤ ﻊ
ا ﻟ ﺒ ﯿ ﺎ ﻧ ﺎ ت ﻣ ﻼ ﺣ ﻈ ﺔ ا ﻟ ﻤ ﺸ ﺎ ر ﻛ ﯿ ﻦ و ا ﻟ ﻤ ﻘ ﺎ ﺑ ﻼ ت ا ﻟ ﻤ ﺘ ﻌ ﻤ ﻘ ﺔ و د ر ا ﺳ ﺎ ت ا ﻟ ﺘ ﻮ ﺛ ﯿ ﻖ . ﺑ ﯿ ﻨ ﻤ ﺎ ا ﺳ ﺘ ﺨ ﺪ م ﻓ ﻲ ﺗ ﺤ ﻠ ﯿ ﻞ
ھ ﺬ ا ا ﻟ ﺒ ﺤ ﺚ ا ﻟ ﻤ ﻨ ﮭ ﺞ ا ﻟ ﻮ ﺻ ﻔ ﻲ ا ﻟ ﺘ ﻔ ﺎ ﻋ ﻠ ﻲ ﻣ ﻊ ﻧ ﻤ ﻮ ذ ج ﻣ ﺎ ﯾ ﻠ ﺰ ھ ﻮ ﺑ ﺮ ﻣ ﺎ ن و ﺳ ﺎ ﻟ ﺪ ا ﻧ ﺎ .
و ﺗ ﻮ ﺿ ﺢ ﻧ ﺘ ﺎ ﺋ ﺞ ھ ﺬ ه ا ﻟ ﺪ ر ا ﺳ ﺔ أ ن ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ﻓ ﻲ ﺗ ﻄ ﻮ ﯾ ﺮ ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﻠ ﺨ ﺮ ﯾ ﺠ ﯿ ﻦ ﺗ ﺴ ﺘ ﻨ ﺪ إ ﻟ ﻰ
ا ﻟ ﻘ ﯿ ﻢ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ ا ﻟ ﺘ ﻲ ﺗ ﻈ ﮭ ﺮ ﻓ ﻲ ا ﻟ ﺘ ﻘ ﺎ ﻟ ﯿ ﺪ و ا ﻟ ﺜ ﻘ ﺎ ﻓ ﺔ ا ﻟ ﺘ ﻲ ﺗ ﺘ ﻄ ﻮ ر ﻓ ﻲ ﺟ ﺎ ﻣ ﻌ ﺔ ا ﻷ ﻣ ﯿ ﺮ ة ﺳ ﻤ ﯿ ﺔ
ﻟ ﻠ ﺘ ﻜ ﻨ ﻮ ﻟ ﻮ ﺟ ﯿ ﺎ ا ﻟ ﺘ ﻄ ﺒ ﯿ ﻘ ﯿ ﺔ . و ﯾ ﻄ ﻠ ﻖ ﻋ ﻠ ﯿ ﮫ ا ﻟ ﺒ ﺎ ﺣ ﺜ ﻮ ن ا ﺳ ﻢ ” ﻧ ﻤ ﻮ ذ ج ا ﻹ د ا ر ة ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ا ﻹ ﺳ ﻼ ﻣ ﯿ ﺔ ﻓ ﻲ
ﺗ ﻄ ﻮ ﯾ ﺮ ا ﻟ ﻘ ﺪ ر ة ا ﻟ ﺘ ﻨ ﺎ ﻓ ﺴ ﯿ ﺔ ﻟ ﺨ ﺮ ﯾ ﺠ ﻲ ا ﻟ ﻘ ﺮ ن ا ﻟ ﺤ ﺎ د ي و ا ﻟ ﻌ ﺸ ﺮ ﯾ ﻦ “ و ﯾ ﻮ ﺿ ﺢ ا ﻟ ﺒ ﺎ ﺣ ﺜ ﻮ ن ھ ﺬ ا ا ﻟ ﻨ ﻤ ﻮ ذ ج ﻓ ﻲ
ا ﻟ ﻨ ﺘ ﺎ ﺋ ﺞ ا ﻟ ﺘ ﻲ ﺗ ﻮ ﺻ ﻠ ﻮ ا إ ﻟ ﯿ ﮭ ﺎ ؛ ) 1 ( ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺎ ت ا ﻟ ﺪ ا ﺧ ﻠ ﯿ ﺔ ؛ ) 1 ( ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺎ ت ا ﻟ ﺪ ا ﺧ ﻠ ﯿ ﺔ ؛ ا ﻟ ﺘ ﻜ ﺎ ﻣ ﻞ
ا ﻟ ﻌ ﻠ ﻤ ﻲ ، و ﺗ ﻌ ﺰ ﯾ ﺰ ا ﻟ ﺨ ﺒ ﺮ ا ت ا ﻹ ﺿ ﺎ ﻓ ﯿ ﺔ ، و ﺗ ﻌ ﺰ ﯾ ﺰ ﺛ ﻘ ﺎ ﻓ ﺔ ا ﻟ ﺒ ﯿ ﺰ ا ﻧ ﺘ ﺮ ﯾ ﻦ ، و ا ﻻ ﺳ ﺘ ﻔ ﺎ د ة ﻣ ﻦ ﺗ ﻜ ﻨ ﻮ ﻟ ﻮ ﺟ ﯿ ﺎ
ا ﻟ ﻤ ﻌ ﻠ ﻮ ﻣ ﺎ ت ؛ ) 2 ( ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺎ ت ا ﻟ ﺨ ﺎ ر ﺟ ﯿ ﺔ : ا ﻟ ﺘ ﻌ ﺎ و ن ﻣ ﻊ ا ﻟ ﻤ ﻮ ا ر د ا ﻟ ﺒ ﺸ ﺮ ﯾ ﺔ ا ﻟ ﺨ ﺎ ر ﺟ ﯿ ﺔ ، و ﺑ ﺮ ا ﻣ ﺞ
ﺧ ﺪ ﻣ ﺔ ا ﻟ ﻤ ﺠ ﺘ ﻤ ﻊ ﻓ ﻲ ا ﻟ ﺒ ﯿ ﺰ ا ﻧ ﺘ ﺮ ﯾ ﻦ ، و ﺗ ﻌ ﺰ ﯾ ﺰ ﺷ ﺒ ﻜ ﺎ ت ا ﻟ ﺨ ﺮ ﯾ ﺠ ﯿ ﻦ ، و ا ﻟ ﺸ ﺮ ا ﻛ ﺎ ت ؛ ) 3 ( ھ ﯿ ﻜ ﻞ ﺗ ﺤ ﻘ ﯿ ﻖ
ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ؛ ) أ ( ﺻ ﯿ ﺎ ﻏ ﺔ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ؛ ا ﻟ ﺘ ﺤ ﻠ ﯿ ﻞ ا ﻟ ﺪ ا ﺧ ﻠ ﻲ و ا ﻟ ﺨ ﺎ ر ﺟ ﻲ ، و ﻣ ﺮ ا ﺟ ﻌ ﺔ ا ﻟ ﺮ ؤ ﯾ ﺔ
و ا ﻟ ﻤ ﮭ ﻤ ﺔ ، و ﺻ ﯿ ﺎ ﻏ ﺔ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ؛ ) ب ( ﺗ ﻨ ﻔ ﯿ ﺬ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ؛ ا ﻟ ﻤ ﺆ ﺳ ﺴ ﺔ ، و ا ﻷ ﻋ ﻤ ﺎ ل ا ﻟ ﺘ ﺠ ﺎ ر ﯾ ﺔ ،
و ا ﻟ ﻮ ظ ﯿ ﻔ ﯿ ﺔ ؛ ) ج ( ﺗ ﻘ ﯿ ﯿ ﻢ ا ﻻ ﺳ ﺘ ﺮ ا ﺗ ﯿ ﺠ ﯿ ﺔ ؛ ﺟ ﻮ ا ﻧ ﺐ ا ﻟ ﻘ ﯿ ﻢ ، و ا ﻟ ﻤ ﻮ ا ﻗ ﻒ ، و ا ﻟ ﻤ ﻌ ﺮ ﻓ ﺔ و ا ﻟ ﻤ ﮭ ﺎ ر ا

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