ANALYSIS OF TOP MANAGEMENT TEAM DEMOGRAPHIC CHARACTERISTICS AND HIGHER EDUCATION PERFORMANCE (Case Study: Higher Education Institutions in West Sumatera).

(1)

SIGIPSI

ANAIYSIS

OFTOP

MANAGEi{ENT

TEAM

DEMOGAAPI

C

CHANACTERJSIICS AND

IIIGMR

EDUCATION PERJORMANCE

(Ce

Srudyr

{ab!r

Edadilo!

Iortitrtlos h Wst Sro.ter.)

Proposed

Byl

DELLA

SILVIA

07 t52

tng

Slbnin

d

i!

p.itsl

itlii[rdt

oftbc

rtquiftn@t

for und€.qndurte desree in

Mtdgemelt

D@t.tDdt

DEPAX.TMENT

OF

MANAGEMENT

FACIJLIY

OF

ECONOMICS

I]NTVERSTTY OF

ANDALAS

(2)

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r

sgar Lahn :

Munglt

rchn$i rqse b) Nam onns

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Yuislon, s.Pd dm R$maysiO

Fd 6\:

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Mmqcmcr el No BP, 07152 09 n TirsaL r.!16 : 02 trbrudl

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ANALYSIS OI'IOP MANACf, Mf,NTTf,AM DDMOGR'{PfiTC CHARACIERISTICS

^ND

TTTCHTJRIDUCATION PERIORMANCE lcr.e Study: trigh..f,ducrti0n Inldrftio.s itr Wen Suh.len)

Pqbiabtry:

tdt

Dt xun

sL

ta

'rh^ _rdcotch_ri,vs_th.t_itt1ry.ict.a,le5hip ^

ree.|e.1 ta ihpt

r.

thr

rtJamard

aI hEh.t alrcdion attl it nc&] ta h, ddrantttt D.ht.Etdlhi.s

chrt(teritits

oI

TW

e one

ol

etenent

n

!rukEn

teattenhip to

|'t\.n

pe/lon

ne

of

tsa,

chr

rk'nns

ttesoib( tl!

palh

af TMT .41 TMr

ikA

\|i|t del.rnn,( th.

fulr.

.f

th?

Dgonjtuion. so bEa6e oJ that

w

hlE

10

dis.ls

a6ou! dena!.o!hi.:

th

..nt^tns

oJ Trtr. the upptuneh tdken _{:lo. thk}ftedrth w6

qto

tattu Mdltks aJ 30 bP ,tartq?nE t

t@\

.f

hish e.lucdianat h

vei

Su

tta.

The deh.staphics

.lbtudtini.s .m:d

aJ

q(

zenler,

fuai.ndl

hdckstourd onl atu dlionnl lewl ,r the hight zdrcdian pe.forkunc..

ba^"

.l

th"

li.e

r,,1

"^t

rbaart., thit tus?at.h artr e.anrte! the hiEht

lnMiot

ir

W5t

Sunatia

The Sanple rcpt.vntdtires

oe

the

f.p

Monaqn?n

lbaw

in EiAher

edtubn in

trst

S

nut.t..

Tot nnqaenent

k.n,

.hara.1etisli.: Llled the hight

.'hcdi

p?rfarnarct ih wee sunoterr. ]n teh .J .se, tetu1 ta 6tin:{: ell.a tu thc hishs eltrcdion

p.[.

nahe n' wei S,ntleta, th?n th^ !||drJom.l the nlun

ikwe,su

atru

i!

nol^ hdc a hish oppo rnity 10 .arry the lou.l

d

l..de^ than eonan nL honqlnei4 of

fundiodl

bu*E

otul

in

Vei

S,nzt.m knd to

s

e ba.l

pdItho'e,

the rcsu|

ttthb

rtearch:ho||s that to||et edralionnl levt oI TMr hde n

ten.len.r ta

du.^e

in

Frlbmrm

o{ IIEb.

r4"udr:

D.mEaphr.h

otutuths ofrMr, EEi.t Edt.dtan

kt

(3)

CHAPIER

I

Tn.

iNcr

quaiity of human r.sourcc nanagenoi h a _trimary_Poblcn

fMd

by lndonesia thdr ctu impede the ihprov€med of eiucotion espsially

i.

rh€ _slobiliation eF

6

df today. In lhis condition. Indonesim govemmert hd ro ble ptn in sa.agilg the humn

re$ds

lMagement

fr.m

many aspels srch

s

inlellectualiry, sPiritualilr. mohlit, md rcsponsibiliry

6

well. The nanaEement pmes

m

b€ done sysiemalically

"nd conrinuously th$ugh hisl

quliq

ol eduoation s)slem in both fomal

sd

intbmal wa%

nriei

ftm

elemmlarf until higher educdion.

Il

will

noi

b..fiective

iflhe

perfomd€ of thc higner educaiion is b.loq siandard (Tanuahaj4 2009).

ln esnce. h;gher educdion in lndonesia fa€s larious dilleEnt situations all tne

rinc. It h very dimcuh lo preiict the tulure acaFtelyi homvcr. it is

ile

difiicult to

Daniculs orgeniations lo forcee

fi€n

tuLre pdisely. Exanining evenls lhal have @umd allows rhen ro knov hos to prepaF lne furuft. For thar. shteaic leade6nip is

n€ded. StEtegic leadeBhip emphasizes on the inportnce of orge2ation leode6 ro

po$es vhion tbat

cd

be mmifested in

p@tidl

inplemenhtion by all oigmialioi nenbe6. Tnus, the h0mtr

lsuM

*ithin thc orgdialion

6

be used oplimllly for L're

atbinmenl or o4@iation objeotives (I€ltnd

& Hit!

2005). stralesic leade6

ffi

:l$

cxF.red to nNisdc their

orc

ialiod successnrlly into an unkroM md incrsingly complex ffrtue. ln rhis

c.s,

lop mlnaeenent

tan

h expscd to appea as

.

slFlegic lqder be.au$ lhey hold lhe kdy mle io dclcminc lhc

diction

and activily of that

(4)

..hieve

like

etirt.crd]

per-fonn

c. *h.n

coiircriiDC

i[e

chlilenge\

of

the

grohrliTrion.

{illbc

gcdl-\ Educed. L.eadship

a'

lam haying r l@k d lcdechir

lsp€cr as a coll.rrive pr@cs tEt*€n individuat a,d between 0eNo' Ls (l-emq. 2C$9J.

This

'e*

ch !:css rhe srElbgic l€deship is

erkiliaily

r€deJ

t

imtmv.

fic

pc dnnn'n& ol h ighci .iucalion 3nd L\rr

\

hy it nee{ls

h

be d vrfred Ed

rrlion

is onc

ofn,rin _lrioriticsdcv.lonn,enr in Wei Suhdrc.r. Funbomoto, dle locll

g!!e

rnEo! i5

alsats nvins ro

idpov.

the

I]erlod

ce of

edldiln

ln Wcn

Sufrttn.

f,or

oi\

scien{c aid NhnoloeJ lxrt

xl$

thc impbvrdrcnr

ol

.olilious Litli. T}is

.ar

is irl accordaica

*nh

rhc nEiesic

plrriiig

ptug'dfr

ol

Nrtiontl EduFrion. nrcludinS: thc

ild.arii8

oi

educarion

ec.!r,

cohpercnry

Md

co'npelin8

p.qci

ol

.arioni th.

incrsingolgd0c.ridnqlality

d, $e incft.singolcdurdriun rdd.!.m!nt atd

€oicc\

rrnsFNnr l) . &counhbil ir) lnd Sood Sovc.tMce 1 h!4loE, h i! hcr c,lNat iL, n i \ nedled

bdN$

|igher .ducalion is

{

riiqrc o4antltion.

u

irs

eurc.

ol

qElifial

hu'nrn

re$uu

nrMscmenl thar

bsofr.

tuqritohcnt ior improvin! of.o'np.1irg poser by a

comrrt

(Potui

1990)

rlm*.

6d rydilabilny oltdp

nd.gch.nt

rlm

rrc.lso ncaldl

b..rus rhcy mdcFbnd 3Dd

$l.to

lna ftc.hallcl'ec in highcreducalion.

Thc deoDod ior qunlnt nnptuvir8. rhc tisnr

ol

cdnprlirnn\ anrrig de |i8her edrdion.lhcadvaneofscicncctrndcchiolog:r'trcsoncolfreyorhcschlllcngcsdet

du{

I}r

le.!

by rop mnrgcncr rcan in jmplmenring thc ataie8ic l€adeBhip in hisher cd

.dior

MoF sprificallj". for cxatlple. highercdlstions in Indonsia 3€ generrlly

(5)

isplcmcnled by top nana8emefi rem will inpFve the psfomdce

olhiglq

cdlcdtion

Slrat€gio

laddhip

conept will b. ustul to identit the chmictinics b.lms to a

shcsic

lcider

dd

what

*iu

be done by a l€der in doins his^er job (trariB md

Davics, 2005). Shteeic leadeNhip mandg6 rhe orgdiarion's cap&ity to deliver value

ro irs cuslon6, Anolher way

lo

l@k ar snalegic lerdenhip help to bridge lne _8ap

b€Mcd stFlegy fonulelion sd slnte8J impl€mentaiion.

ln the Eality. it is hard to find rhe pmious

rcerch

diar apply lhe apprceh of shtesio leade6hip in Indon€sia esp.cially a resemh dEr d*ls wilh slFlegio lsde6hip in hiSher edu€lion in West SunaGra. Mdrcovd, this rcs*rch €n be exp€cted to €nrich

lh€ dudies

o

tlE inpldenLlion ol

fttgic

lade6hip in Indm6ia i1 giles a

nw

peNp€divd about stltegio lead€dhip in higlei cducanon. Higher edmalions in Indoncsia

r&e a unique organiz.lid chlllen8e since $e obiectiv* trc only l@kins for rhe pofir.

one

ofth€

fields in the slFldgic leadenhip is dmogaphics cimcieristios. The Esarch on lne chatutdislics of lne TMT dmognphics poblcm is very importad

b*au$

ir

wiu be a cfercnce to rhe otgtniution in tem

ol lsd6hip

in

higher eduelion. D€hogdphics cho@tedstios Nill de$nb€ $e pofile of TMT

ed

TMT itself

ir

detenioing dle futue

of

th€ oreaniAion. Thmforc we have 10

di$ns

lne defiomhics chdterislics of TMT.

Howeler €sarchd Nill linit rhe

€Mch

on top managmenl team charad€n$ic in dctemining tne perfomnF of higher eduurion only. Therefm,

iewhq

_{Sives lhe}

(6)

CEA.PTER

\'I

CON(T,I]SION AND SIIG(]ESTIONS

B$ed on lhe

dalysis

md

discu$ion

in

lhc provious cnaprs,

it

tales thc conclusions that

*ill

be explaiftd below.

1.

2

5.

Tte

s

r

of

tlns

Ndh

sbows rbat

lomr

edu@tio.al

ldel

of

TMT have a

rend

cy 10

de@*

id

perfomce

of HEIS

Dmoclphics chmcteiisdcs

sill

swtod

ndeeic

leadeBhip lo desibe the ponle of TMT in order to dei€min'.€ the

tutr

ud perfo@ce

of d'e

oreujato..

Top odag@€nt

rem

chmcteristics

atrffr

th€ lieher edurdtion perfomance in Vesr

Sua1e6

In

tefi

of

ae., 5ge rmd 10 brilgs cffe.i ro rhe hish€. €dumtion

pdfom&€

in Wesl Sua1e6.

This study fourd the

md

tu West Suhatra h nales hale 6 high opFortuiry

b

crny

the load

6

lead6 1ne worn@.

The nomsmeity

of

6$c6onal backgsEd

in

\v6r

Ssal@

rend

to

giv€ bai mnriibut€ to orsaniatioml

pdlirmd@.

53

Liniffion

of th€

R6@rh

In d{ins rhis

rMcL

tlEE

ffi

sev.d

bnitalions lnat the

emh€6

fmc tlat mieh infl@ce the nndings. Sone lioitation app€d in lhis

esdn

seh

$:

(7)

REFERf,NCfS

Audctr.

wC

shrc[rtn. JD. rnd

Onkcn.

M.H

(]006)

l()I) rumgemenr

tmj

i

ernaii,rnal rnk manxg..icnt thdor and

lim

pcrfomancc". TcaD

lcrllmuirc

Managernenl Vo!. 12i\o.7/3. pp 209 221

Bafiel

aid

lrcknrn. (1939)

"Jot

Nnr8ctr'ctrr

itul

i'nrili.di

ni

biiLi"!:

D.$

ic

.ofrp.slrion ol rlre bp t.rm mnlcadiflarcncc? . star.sic Mrnrgcmcnt .Journal. 10.

llrlkin.

DB.

Niarkfra[ CD.. qnnc/

\leiia,l.

R (2000] _lsCliOpaj_ in hieh rechro dgy

linnsrlaredb innordion? Acad. r) ol N4anrgcmcnl loumrl. .l:l(6): lLl3'1129

ll.rhrnder and Whtlcoostu'jin

{lr{)6)

_llmm

Cnpiinl.

Socill

CafLbl and

fnn

Dissolulion :Nl@sti.h l;nivc6ily

AoalKlr.&SchuLtP.L.(2007).'Storyt.Lliig.tim...ndcvohtriof:lhcrol..fsirctcgi.

leadershipincomplcradapri!esynema.TheLead.6hipQuarteily. 3..111 123

Canneli.

A

aid lishLcr.

A

(2006). lhc reLalire impotuncc olthc iop managcmcnt lcan s

Mbrldial

skllk". hnernaiional Journrl ofMrnlro*el

V.l

27\.

l.

nf

I

16

C*knias. R.P. ord

llelfal

CE. (1991). Manageria resnfte\ and

renrs

Jt)Lmr ol' Mafa-qement

lol

l7 No. l. pp

l5l7

Davlcs. D. & l)a!ies. RJ (200,1) Srrtrcsi.lcrJcAhip S.hmlLordcrship and Mmxs.mcnr.

24

(r)

23 :r3.

D.

Jod!. J.P.J !trd Den llrnog. (1007) Lerdership and emplolees innovrtive behrvior" Eroparlou.nalollnn.va(ionManrlcmc

.

0(l):41-46

Fahmi. Mohamad (2007). _lnd.ncsi.n

Highs

Edu.ali.n:

Thc

Chronicl!, Recnr Develofmsnr rnd thc

N.$ L*al

[tr!]!

Lrrive6iri.s

DcpantrEN

ol

Economics Prdjadjmn Udivcsiq.

wo.[ins

Paper

]n

Lcommics atrd Dcvciopme stud cs

No.l007L0 (october)