Top Management Team (TMT) Characteristics of Faculty In Implementing The Transformation Strategy At Andalas University.
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
PADANC
a) rera'' isr rir;:
Pidirig/26
Aro
1937
spd !)
Fak!r6s: Fkoionri
D.prhor: Mrtugqc 4 NoRP: 0j rjr 8e t r3r Lulfi:tj
Novai.bcr 2009 !) Pfdikar L!ru5 saner Menuastd h) rpK: r.:7
i) La,n. s'udi: a rhrr r rrr.tr , arhd o6n3-rui: I
d)
rot
Mtntqtut 7.m c t) cttotod{kti$
o!
rrt'b
sn,bEll Al Andol6
rn
U,ivr:i4
trybsnla
rhe
rturdohdbn
rh4kl6ht rtof D B!,tE.Mrl
tt,$-4.Nht4i ctt b ilqtit tt) I1p Md.a!!n4 r"@ n0. har@EGli\.t.Kh Jb.d4
q inrkqldhE
trAl6
un66q- a) h npkne atkt al
'h. d /nddas
".4 rhtt6itj dnd (3) the di[q@! htu
Do6J ndhr stdee
r4n ow) ctuatuhtn: of fodlt dr k. ht[henka kqshndb.
ad Jaary bb oe en han acrtblrane dLnh i (it R h fq tu@rcat
ol
F.4!LJ rhc ndt 6 r ,haw41 o zro! al rop Mdntsulnt fcat in) .h@dqttitl "4h
oj cach
tuart n6@ d.$e (s1), dnd DElot t a4?(s3), tkb ondrotuE htu a ee in?knenkra4
^ d i oa'n d ep d / ddatb
of nodldn
di dcpln siddns c@suji
ji!iolel' pi'rd i:
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
*io
wish lo move
dd orc
tations
loNdd
Chflges for lhc bei:er not sE seFmted Iion s number ot
d
en tieht conpetition trd unertlinty. aacn o. lne conept
.lEllengos, cspecirlly in
oftime b6ed competiiion so who quickly,lhey win bolh noE quickly in offering nelv
Foducc lron cotopetitors (f6t lo-neket)
.lnMd
and
lhe speed of response 10 clsroner
ror exisring producrs (f!sl 10 pronud). TheElore, orsaniutions rhll wanr to
6nrinue to
s!$.
Ac.od,1S
g' idiol
mun rcspondquickl, chalenees.
'o hrc
requ -e a
'10o3,.
rw."o.'bi rq
r,e'e ore five.tdllmCr. tor he
ro rdce
or8tr'!..n
ir l hq e a rollor..
Ponbbility throuch gouth
OrBaniations chrllenge ompdition is how to
$*re m orgdiztion
p.nd the changes noE quickly rnu its omperitoa eiher
a
thdr
cd
ch Bcinaprdictabteor
Enicrablc. Beside $ar. orgdiztions @n also compe.sste lor rhese Fpid cbmscs by
dopr'ngnee slratceics more qlickly hd comforrably In orherryords, rhe conpeyeiu
L
I
'n
P.dre(rn-rnmror
I
Thouchl and sbnddd practlce
l
'n
managirs thc co'npany pedormaDce or nable
'su_or ai. b..h sed eq'. . ' 1!r'e.!r
lc
f
al.rg
l9a] iNc{rnr
2ooor
TellLord"c.gp h,e hr,L'. ded"1 .o
It tp rh" "o.l-y na'ntain 'nlemal reliabiliry
I
l€.Jo, .1 ,nd'ndlorirIed dv I aprc
.
1-n. d tr d,. ,r o te r
F..oqd orde .,.,ueI
hhange core
dr
h a nabtc
c'n
oilhe oisrnDrlmn
at"u,,.a i. rl'" ,""ond
n
Tnese chanses occu
. ldnd Lroale , clrnb lh-
S.coid.o'dc.nr.e
mdpJ,.ur',J.r r', Ief
Flre.
*,
rrpo '1..e..dce.vil
"e
L
lu, *"
p
'l'".r.arua !n more fiI and.oDjnc. h
o,re .t' ,. doe o, :\e s turd"n.e-, .hd
L
!-
-eedeooyLc
Dps .n.J a.o.l-ee'
':co",lno 1h e.4 ederescilo^nd
!.tue rtdisn" r,r. d, 4." ,-d idrn, re tr.tsodeJrrc rd.Rooa-oioe
[-*. rl.*" "r
I
F6
r"
b,he
-d d rodrle o.oec"J'. t 11.
e.ear.h
h^pe
'ra,
dc.rdr..
clEnse, yhere environmental condiiiotrs lDve srlen a
o"" ,a io 'o. ,r. ! sio' . n q\ dor'.
'
noronr" r'o'",r,"
*,-po;,,""
adr€ntage. bol also a suftinabte donperrtNe advdrace
lu,r.,roo:1
Ore ol llF nmy fadtoii that detemine organiztion succe$ lo
tsdfornalion n leadenh'p Leadenhip
bd nuch
djscusscd
f-"*.r-,
o*
r*
b!
people
6
a pan of tnowledse that is very idercsrire
lr is ,.1 orly
o,r,"nt"rnts
face
and hGro.).
attsadive to drc
a.!"l,ishtlo, od
rnis harrened beoaue the leadeship
CHAPIER VI
CONCLUSION,LIMITATION,AI..IDRtrCOMMDNDATION
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,
L Based on research. dost ol Top Management'lean chsFcteristics ai A.ddas
Univ.dity isa
2
master
deg@ (S2) and docrordcercc (S3). nale md you.g leade.
The rcsearch studies how ifiplcncnlation of tho trusfomation
Andalas Uniye6iiy. The hnsromdrion
dr busin.$,
pEpare tne
otedialion fo'
de.tc pcrfomdcejriven
slEr%y hrs been implenenled
on Esearch
3. Tnc dominor of Tansfomalion
n€n
thd my
olher
on solutions, (4)
ldo
ol
every
lmn conpdnion bul
foved rhd lne ttusfomalion
at
value is 3,,12 lo 4,08
st*eg/
leming orgmiarion, NheE
4. B6ed on analysh
spplied
lo Andalas univ€sny
mean value fo! lhis
is
trlDsloftation
snlbgJ (4.03).
dd
discu$ion necded s solulion 10
tusfomllion shtegy d&
intell6t
(l) fcus
*ell by lne T6p MaMgemenl Tqm
Andalas LJnivemit. *hich indiqled 6y
creare authentic
cullne, (7)
at
oa(l)cusloner epicenter
d@dic chanee, (5) hmess lhe inleilect
failhfulblhc vGion . Bsed
h hisher
consisr
(2)crede aurhenric leamin8 organialion,
employee, (6)
rcmain
sht*y
st€t€g
inpore ihe lorest
olheB. That hnsfomation slBtesy is hdess the
of every employee (3,42)
Referenc€s
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
An€r. RD.
Ba,etl,
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 Cender Inlegrarion
within lhc Caliromia civil s.nicc. I9791935 American Journal of
K,| & lackson. S.E {,939)
Sociologl. 96, 13621401
Benneft, Rl (2002) Cracking $e glas! Qll,.g Falntrs aredjng $omeis
advancement into upp.r nanagenenr Acadeny of Manasehenr
Exccutire, 16,157-159
Henandcz-Lan, AB, & vallc-Cabrcra, R (2005) T|c
betweei toF mrnagcmcnl lc.ms and innovalile .aprci{y in
'elationsh'p
conrpanies. Jourial ol Managcmcfl Dcv.lopmenr, 24(3),633 705
Camelo
Ordr.
C
cox. 111 (1994) Culrural drve(ny in .re,nia!on Theory, resea..h
and
practicc Sanlrancnco.CA:Rerte[KoehterPub]rhets,lnc.
Cor,
TH, &
S (1991)
Managine cultural divesiry lnplications lor
orgsnrzanonai c.dpelitiveness /\ddeny oa Management Exeutivc. 5.
Rlak.,
Caraltst (2005) women blie care, oeh late charge." Srereotyplig ol U S
busine$ 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).
Acadeny of Managemenl Journal, 43(6), I I07-l
T*m divenity and
123
Dwrer, s.. Richard. Oc, & chadrvick. K (12003) Gender diveBity rn
nMgemerr and nm !.raam cc The intucn€ of Erollh orienlation
and oreadzational culture Joum.l of Buine$ Research, 56(t2), 10091019
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
PADANC
a) rera'' isr rir;:
Pidirig/26
Aro
1937
spd !)
Fak!r6s: Fkoionri
D.prhor: Mrtugqc 4 NoRP: 0j rjr 8e t r3r Lulfi:tj
Novai.bcr 2009 !) Pfdikar L!ru5 saner Menuastd h) rpK: r.:7
i) La,n. s'udi: a rhrr r rrr.tr , arhd o6n3-rui: I
d)
rot
Mtntqtut 7.m c t) cttotod{kti$
o!
rrt'b
sn,bEll Al Andol6
rn
U,ivr:i4
trybsnla
rhe
rturdohdbn
rh4kl6ht rtof D B!,tE.Mrl
tt,$-4.Nht4i ctt b ilqtit tt) I1p Md.a!!n4 r"@ n0. har@EGli\.t.Kh Jb.d4
q inrkqldhE
trAl6
un66q- a) h npkne atkt al
'h. d /nddas
".4 rhtt6itj dnd (3) the di[q@! htu
Do6J ndhr stdee
r4n ow) ctuatuhtn: of fodlt dr k. ht[henka kqshndb.
ad Jaary bb oe en han acrtblrane dLnh i (it R h fq tu@rcat
ol
F.4!LJ rhc ndt 6 r ,haw41 o zro! al rop Mdntsulnt fcat in) .h@dqttitl "4h
oj cach
tuart n6@ d.$e (s1), dnd DElot t a4?(s3), tkb ondrotuE htu a ee in?knenkra4
^ d i oa'n d ep d / ddatb
of nodldn
di dcpln siddns c@suji
ji!iolel' pi'rd i:
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
*io
wish lo move
dd orc
tations
loNdd
Chflges for lhc bei:er not sE seFmted Iion s number ot
d
en tieht conpetition trd unertlinty. aacn o. lne conept
.lEllengos, cspecirlly in
oftime b6ed competiiion so who quickly,lhey win bolh noE quickly in offering nelv
Foducc lron cotopetitors (f6t lo-neket)
.lnMd
and
lhe speed of response 10 clsroner
ror exisring producrs (f!sl 10 pronud). TheElore, orsaniutions rhll wanr to
6nrinue to
s!$.
Ac.od,1S
g' idiol
mun rcspondquickl, chalenees.
'o hrc
requ -e a
'10o3,.
rw."o.'bi rq
r,e'e ore five.tdllmCr. tor he
ro rdce
or8tr'!..n
ir l hq e a rollor..
Ponbbility throuch gouth
OrBaniations chrllenge ompdition is how to
$*re m orgdiztion
p.nd the changes noE quickly rnu its omperitoa eiher
a
thdr
cd
ch Bcinaprdictabteor
Enicrablc. Beside $ar. orgdiztions @n also compe.sste lor rhese Fpid cbmscs by
dopr'ngnee slratceics more qlickly hd comforrably In orherryords, rhe conpeyeiu
L
I
'n
P.dre(rn-rnmror
I
Thouchl and sbnddd practlce
l
'n
managirs thc co'npany pedormaDce or nable
'su_or ai. b..h sed eq'. . ' 1!r'e.!r
lc
f
al.rg
l9a] iNc{rnr
2ooor
TellLord"c.gp h,e hr,L'. ded"1 .o
It tp rh" "o.l-y na'ntain 'nlemal reliabiliry
I
l€.Jo, .1 ,nd'ndlorirIed dv I aprc
.
1-n. d tr d,. ,r o te r
F..oqd orde .,.,ueI
hhange core
dr
h a nabtc
c'n
oilhe oisrnDrlmn
at"u,,.a i. rl'" ,""ond
n
Tnese chanses occu
. ldnd Lroale , clrnb lh-
S.coid.o'dc.nr.e
mdpJ,.ur',J.r r', Ief
Flre.
*,
rrpo '1..e..dce.vil
"e
L
lu, *"
p
'l'".r.arua !n more fiI and.oDjnc. h
o,re .t' ,. doe o, :\e s turd"n.e-, .hd
L
!-
-eedeooyLc
Dps .n.J a.o.l-ee'
':co",lno 1h e.4 ederescilo^nd
!.tue rtdisn" r,r. d, 4." ,-d idrn, re tr.tsodeJrrc rd.Rooa-oioe
[-*. rl.*" "r
I
F6
r"
b,he
-d d rodrle o.oec"J'. t 11.
e.ear.h
h^pe
'ra,
dc.rdr..
clEnse, yhere environmental condiiiotrs lDve srlen a
o"" ,a io 'o. ,r. ! sio' . n q\ dor'.
'
noronr" r'o'",r,"
*,-po;,,""
adr€ntage. bol also a suftinabte donperrtNe advdrace
lu,r.,roo:1
Ore ol llF nmy fadtoii that detemine organiztion succe$ lo
tsdfornalion n leadenh'p Leadenhip
bd nuch
djscusscd
f-"*.r-,
o*
r*
b!
people
6
a pan of tnowledse that is very idercsrire
lr is ,.1 orly
o,r,"nt"rnts
face
and hGro.).
attsadive to drc
a.!"l,ishtlo, od
rnis harrened beoaue the leadeship
CHAPIER VI
CONCLUSION,LIMITATION,AI..IDRtrCOMMDNDATION
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,
L Based on research. dost ol Top Management'lean chsFcteristics ai A.ddas
Univ.dity isa
2
master
deg@ (S2) and docrordcercc (S3). nale md you.g leade.
The rcsearch studies how ifiplcncnlation of tho trusfomation
Andalas Uniye6iiy. The hnsromdrion
dr busin.$,
pEpare tne
otedialion fo'
de.tc pcrfomdcejriven
slEr%y hrs been implenenled
on Esearch
3. Tnc dominor of Tansfomalion
n€n
thd my
olher
on solutions, (4)
ldo
ol
every
lmn conpdnion bul
foved rhd lne ttusfomalion
at
value is 3,,12 lo 4,08
st*eg/
leming orgmiarion, NheE
4. B6ed on analysh
spplied
lo Andalas univ€sny
mean value fo! lhis
is
trlDsloftation
snlbgJ (4.03).
dd
discu$ion necded s solulion 10
tusfomllion shtegy d&
intell6t
(l) fcus
*ell by lne T6p MaMgemenl Tqm
Andalas LJnivemit. *hich indiqled 6y
creare authentic
cullne, (7)
at
oa(l)cusloner epicenter
d@dic chanee, (5) hmess lhe inleilect
failhfulblhc vGion . Bsed
h hisher
consisr
(2)crede aurhenric leamin8 organialion,
employee, (6)
rcmain
sht*y
st€t€g
inpore ihe lorest
olheB. That hnsfomation slBtesy is hdess the
of every employee (3,42)
Referenc€s
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
An€r. RD.
Ba,etl,
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 Cender Inlegrarion
within lhc Caliromia civil s.nicc. I9791935 American Journal of
K,| & lackson. S.E {,939)
Sociologl. 96, 13621401
Benneft, Rl (2002) Cracking $e glas! Qll,.g Falntrs aredjng $omeis
advancement into upp.r nanagenenr Acadeny of Manasehenr
Exccutire, 16,157-159
Henandcz-Lan, AB, & vallc-Cabrcra, R (2005) T|c
betweei toF mrnagcmcnl lc.ms and innovalile .aprci{y in
'elationsh'p
conrpanies. Jourial ol Managcmcfl Dcv.lopmenr, 24(3),633 705
Camelo
Ordr.
C
cox. 111 (1994) Culrural drve(ny in .re,nia!on Theory, resea..h
and
practicc Sanlrancnco.CA:Rerte[KoehterPub]rhets,lnc.
Cor,
TH, &
S (1991)
Managine cultural divesiry lnplications lor
orgsnrzanonai c.dpelitiveness /\ddeny oa Management Exeutivc. 5.
Rlak.,
Caraltst (2005) women blie care, oeh late charge." Srereotyplig ol U S
busine$ 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).
Acadeny of Managemenl Journal, 43(6), I I07-l
T*m divenity and
123
Dwrer, s.. Richard. Oc, & chadrvick. K (12003) Gender diveBity rn
nMgemerr and nm !.raam cc The intucn€ of Erollh orienlation
and oreadzational culture Joum.l of Buine$ Research, 56(t2), 10091019