“Management Performance And Its Impact Analysis On The Beneficiary Community”

Abstract

For most community engagement in universities, the beneficiary self-help impact as considered as CO-CD principle has been disregarded. 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 the managerial performance issues, and the second was the impact factors on the beneficiary communities. The method used was a Survey, and the data were collected using composite sampling between Purposive Judgment and ‘Census’. The data analysis was also a combination among The Performance Analysis, The Context-Input-Process-Product, and the CO-CD concept. The findings were: First, less-credible (64%) for quantitative achievement, and poor on the qualitative targeting. The “Gap” was due to the absennce of ‘CO-CD base’ on the UT community-engagement grand-policy; Second, good-mode on short term impacts. However, ‘Self-help’ creation in the beneficiary communities could not be achieved. From the findings, it can be concluded that there was no direct-correlation between the weakmanagerial-performance and the relatively good-impact on its beneficiary communities.