Top Management Team (TMT) Characteristics of Faculty In Implementing The Transformation Strategy At Andalas University.

(1)

FACIJLTY

OF

ECONOMICS

ANDALAS

UNr!'ERSTN/

THF,SIS

TOP

MANAGDMENT TEAIII

(TMD

CITARACTERISTICS

OF

FACULTY

IN IMPLEMENTING TEE TRANSFORMATION

STRATEGY

AT ANDALAS

UNIWRSITY

By:

RAIIiAN

PRATAI{A

0515r

099

Submitted as Partiat

Requi.en{t

to Receive

B&heioi,s

Degree

MANAGEMDNT DE?ARTMENT FACIT,TY OF ECONOMICS

ANI}AI,AS IJNIVBRTSTY

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C{APTER T

INTRODUCTION

1.1

B! ctgrc tr nd of rh€ Res€lrch

Todaj, should be beter thln yesterday

dd

tononow should bc bercr rhan loday. Th3t

h

the risht exrression ror self-motilation bo$ lor indiriduals

dd orc

tations

*io

wish lo move

loNdd

Chflges for lhc bei:er not sE seFmted

Iion

s number

ot

.lEllengos, cspecirlly in

d

en tieht conpetition

oftime b6ed competiiion so who quickly,lhey

Foducc

lron

cotopetitors

(f6t

lo-neket) and

.lnMd

ror exisring producrs (f!sl 10 pronud).

trd

unertlinty. aacn

o.

lne conept

win bolh noE quickly in offering nelv

lhe speed

of

response 10 clsroner

TheElore, orsaniutions rhll wanr to

6nrinue to

s!$.

mun rcspondquickl, chalenees.

Ac.od,1S

'o

hrc

'10o3,. r,e'e ore

five.tdllmCr.

tor

he

or8tr'!..n

g'

idiol

requ -e a

rw."o.'bi

rq ro rdce

ir

l hq

e

a

rollor..

Ponbbility throuch gouth

OrBaniations chrllenge ompdition is how to

$*re m

orgdiztion

thdr

cd

p.nd the changes noE quickly

rnu

its omperitoa eiher a

ch

_{Bcinaprdictabteor}

(4)

dopr'ngnee slratceics more qlickly

hd

comforrably In orherryords, rhe

conpeyeiu

L

'n

P.dre(rn-rnmror

I

Thouchl and sbnddd practlce

'n managirs thc co'npany pedormaDce or nable

l

'su_or

ai. b..h sed eq'. . ' 1!r'e.!r al.rg r"

-eedeooyLc

lc

Dps

.n.J a.o.l-ee'

':co",lno

1h

e.4 ederescilo^nd

f

!.tue

rtdisn"

r,r.

d, 4." ,-d idrn, re

tr.tsodeJrrc

rd.Rooa-oioe

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TellLord"c.gp h,e hr,L'.

ded"1

.o

p

rrpo '1..e..dce.vil

It

tp rh"

"o.l-y

na'ntain

'nlemal reliabiliry Tnese chanses

occu

h

a

nabtc

I

l€.Jo, .1 ,nd'ndlorirIed

dv I

aprc

'l'".r.arua

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more fiI

and.oDjnc.

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L

S.coid.o'dc.nr.e

-d

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Flre.

mdpJ,.ur',J.r r', Ief

o.oec"J'.

t

11.

e.ear.h

dc.rdr..

lu, *"

*, n

at"u,,.a

i. rl'" ,""ond clEnse, yhere environmental condiiiotrs lDve srlen a

F6 dr b,he

o""

,a

io 'o.

,r. !

'

sio'

.

n

q\

_dor'.

!-

noronr" r'o'",r,"

*,-po;,,""

adr€ntage. bol also a suftinabte donperrtNe advdrace

lu,r.,roo:1

Ore

ol llF nmy

fadtoii that

detemine organiztion succe$

lo

face

tsdfornalion

n

leadenh'p Leadenhip

6

a pan of tnowledse that is very idercsrire

bd

nuch djscusscd

b!

people

lr

is

,.1

orly

attsadive

to

drc

a.!"l,ishtlo,

od

(5)

6.1 conclusioD of ihc

Rddrch

B6ed on the analysis and discussion of Fsearch about Top Mdleenenl Tetn

(TMT) chamcteislio in implemenlins the Tmnslomarion StEt€gy

ll

And.las university,

CHAPIER

VI

CONCLUSION,LIMITATION,AI..IDRtrCOMMDNDATION

4. B6ed on analysh

dd

discu$ion necded s solulion 10

inpore

ihe lorest

tusfomllion

shtegy

d&

olheB. That hnsfomation slBtesy is hdess the

intell6t of every employee (3,42)

L Based on research. dost ol Top Management'lean chsFcteristics ai A.ddas

Univ.dity isa master deg@ (S2) and docrordcercc (S3). nale md you.g leade.

2

The rcsearch studies how ifiplcncnlation of tho trusfomation

st€t€g

at

Andalas Uniye6iiy. The hnsromdrion

sht*y

consisr oa(l)cusloner epicenter

dr

busin.$, (2)crede aurhenric leamin8 organialion,

(l)

fcus on solutions, (4)

pEpare tne

otedialion

fo'

d@dic chanee, (5) hmess lhe inleilect

ol

every employee, (6)

de.tc

pcrfomdcejriven cullne, (7)

ldo

lmn conpdnion bul rcmain

failhfulblhc

vGion . Bsed on Esearch _fovedrhd lne ttusfomalion slEr%y

hrs

been implenenled

*ell

by

lne T6p

MaMgemenl

Tqm

at Andalas LJnivemit. *hich indiqled 6y

n€n

value is 3,,12 lo 4,08

3. Tnc dominor

of

Tansfomalion

st*eg/

spplied

lo

Andalas univ€sny is creare authentic leming orgmiarion, NheE mean value fo! lhis trlDsloftation

(6)

Referenc€s

An€r.

RD.

Azevedo,

RE,

Osqurd,

DJ,

&

ltaghumn,

S

(1996) Thc

inplicalions

ol

a divene l.bor narkel on

hu'lrn

rcsoscc plan$ng rn

EE

Kosek

&

SA

Lobel

(Edt,

Mamsing

divesity

Hman rcsource srrat.eics lor lransfonnine lhe rorkplace

(pp 5l-71)

Canb.idgc, NtA

Ba,etl,

K,|

&

lackson.

S.E

{,939)

Top

n

aseDent

ard

jDovltiotr

rn

bantitre Do€s the conposnron

ol

dre lop

l*n

make

a

dilTerencet St.atesic Manasenent Jounal. 10, 107124

Baron,

JN, Milha.,

BS, &

Neman,

AD

(1991) lar8ets

of

opponuniq":

Organi,alio.ai

Md

cnlironmental dcte.ninanls

of

_CenderInlegrarion

within

lhc

Caliromia

civil s.nicc.

I9791935 American Journal

of

Sociologl. 96, 13621401

Benneft,

Rl

(2002) Cracking

$e

glas!

Qll,.g

Falntrs

aredjng

$omeis

advancement

into

upp.r

nanagenenr

Acadeny

of

Manasehenr

Exccutire, 16,157-159

Camelo

Ordr.

C

Henandcz-Lan,

AB,

&

vallc-Cabrcra,

R

(2005)

T|c

'elationsh'p betweei toF mrnagcmcnl lc.ms and innovalile .aprci{y in conrpanies. Jourial ol Managcmcfl Dcv.lopmenr, 24(3),633 705

cox.

111

(1994) Culrural

drve(ny

in

.re,nia!on

Theory, resea..h and practicc Sanlrancnco.CA:Rerte[KoehterPub]rhets,lnc.

Cor,

TH,

&

Rlak.,

S

(1991) Managine cultural

divesiry

lnplications lor

orgsnrzanonai c.dpelitiveness

/\ddeny

oa Management Exeutivc. 5.

Caraltst (2005)

women

blie care,

oeh late

charge." Srereotyplig

ol

U S busine$ loadeN exposed NewYork.NY. Caialyst

http]^ra!w.cairlyst orgfl ilcslluutwanen%20Takco/"20Cas%20Men%20

'1 _{ake%20Charse.pdl}

Dahlin,

KB,

wcinead,

LR, &

Ilnds,

PJ

(2005).

T*m

divenity

and Acadeny of Managemenl Journal, 43(6), I I07-l 123

Dwrer,

s..

Richard.

Oc, &

chadrvick.

K

(12003) Gender diveBity rn

nMgemerr

and

nm

!.raam

cc

The

intucn€

of _Erollhorienlation and oreadzational culture Joum.l of

Buine$

Research, 56(t2),