“Management Performance And Its Impact Analysis On The Beneficiary Community”
Kridasakti, S. 2018. “Management Performance And Its Impact Analysis On The Beneficiary Community”. ASEAN Journal of Community Engagement. Volume 2(1), pp.97-119
|Sri Kridasakti||- Faculty of Law, Politics, and Social Sciences of Open University
For most community-engagement in the universities, the beneficiary self-help impact have been disregarded. In fact, the ‘Self-help’ creation in the beneficiary community is the CO-CD prindiple, and this principle has been hardly adopted by the universities. This research goal was a profile of UT community-engagement managerial performance in 2012. The critical issues of this research were to respond Whether the UT community-engagement management had been executed properly? and Whether UT community-engagement had been capable of giving positive impacts on the beneficiary communities? This research-design covered 2 clusters, the first was to do with the managerial performance issues; the second encompassed the impacts on the beneficary communities. The method used was a Survey, and the data collection were Purposive Judgment Sampling for selecting the communities, and ‘Census’ for the related stakeholders. The data analysis were a combination between The Performence Analysis and The Context-Input-Process-Product, and the substantive analysis was CO-CD theory. The research findings were: 1) 64% as less-credible for the UT quantitative achievement, and far from a good-stage on the qualitative targeting. The major “Gap” was due to the absent of ‘CO-CD base’ on the UT community-engagement grand-policy. 2) showing in a good-mode in short term of the UT intervention impacts. However, ‘Self-help’ creation in the beneficiary community could not be achieved. The conclusion, there was no direct-corelation between the weak-managerial-performance and the relatively good-impact on its beneficiary community. Nonetheless, ‘CO-CD’ principles are urgently required to be adopted to avoid inefficiency and ineffectivity.
CO-CD, Management-Performance, Indirect-Corelation