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"ABSTRACTIn a software development project, the project manager has a strong role inmanaging the team to achieve project success. Managing a project team isdifferent from managing team in usual business activity because sometimes itneeds different approach to match the project?s characteristic. According to PMI(2008), a project has a limited timeline (temporary) and unique requirements.Project manager?s leadership style was the main focus in this research that hadinfluences on leadership outcome (effectiveness, extra effort, and satisfaction).There was also a finding about team?s work environment captured while theywere in a software development project. Based on personal interview with 14employees in PT Quadra Solution, they perceived that there were some problemstoward their project managers. This research was addressed to examine theleadership styles of project managers and the outcome related to their leadershipstyles in this company and also to see the characteristic of the team?s current workenvironment while they were in the software development project. The data werecollected using questionnaires, Multifactor Leadership Questionnaire (MLQ) andWork Environment Scale (WES). The result of leadership style was the projectmanager implemented idealized behavior, idealized attribute and management byexception active as perceived by the team members. The leadership trait that wasthe most significant in influencing the outcome, effectiveness, was laissez-faire(negative). The most significant in influencing the outcome, extra effort, wasindividualized consideration. The most significant in influencing the outcome,satisfaction, was idealized behavior. The work environment perceived by the teammembers was characterized by relationship dimensions (involvement, peercohesion, and supervisor support) and some personal growth dimensions(autonomy and work pressure)."

"Penelitian ini bertujuan untuk mengembangkan suatu intervensi yang bertujuan mengatasi permasalahan mengenai Team Innovation yang kurang berjalan dengan baik pada PT UT dalam menjalankan program continuous improvement sebagai bagian dari usaha pencapaian visi PT UT menjadi perusahaan berbasis solusi. Penelitian ini dilakukan dengan pendekatan kuantitatif dengan teknik pengambilan data menggunakan kuesioner yang terisi oleh 72 karyawan pada level kepala departemen cabang dan jobsite. Kuesioner dikembangkan berdasarkan alat ukur Team Innovation (Jackson, 1995), Multifactor Leadership Questionnaire (Avolio & Bass, 2004), dan Team Climate (Anderson & West, 1998). Kuesioner telah melalui modifikasi oleh peneliti yang kemudian diuji coba dan dianalisis itemnya hingga didapat bahwa keseluruhan itemnya valid. Dari hasil penelitian didapat bahwa Transformational Leadership memiliki pengaruh yang lebih besar terhadap Team Innovation dibandingkan Team Climate dengan nilai Beta dan Sig sebesar 0,673 dan 0,000 untuk variabel Transformational Leadership serta 0,207 dan 0.067 untuk variabel Team Climate. Melalui peninjauan lebih dalam, diketahui bahwa dimensi dari variabel Transformational Leadership yang paling rendah adalah Inspirational motivation dan Intellectual Stimulation. Hasil tersebut menunjukkan bahwa karyawan PT UT khususnya cabang dan jobsite belum merasa pimpinannya dapat membangkitkan motivasi mereka untuk bekerja lebih baik, belum menemukan tantangan dalam pekerjaan mereka sehari-hari untuk mencapai target bersama, serta kurangnya bimbingan dari pimpinan dalam hal stimulasi pola pikir kreatif dalam menyelesaikan masalah. Untuk itu, dirancang program intervensi untuk meningkatkan kemampuan pimpinan cabang dan jobsite untuk membangkitkan motivasi bawahan serta memberikan arahan dalam proses berpikir kreatif untuk penyelesaian masalah. Desain intervensi yang direkomendasikan adalah berupa pemberian tugas fasilitasi kelompok QCC untuk membuat sebuah improvement project di level cabang maupun jobsite yang sebelumnya diberikan pelatihan sebagai pembekalan untuk proses fasilitasi selama enam bulan ini.

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This study aims to develop an intervention to overcome the problems of the poorly executed Team Innovation In PT UT, as part of a continuous improvement efforts in achieving the company's vision-to be a 'solution driven company'. This study was conducted with a quantitative approach with data collection techniques using questionnaires filled by 72 employees at the level of department heads of UT branches& jobsites. The questionnaire was developed based on Team Innovation (Jackson, 1995), Multifactor Leadership Questionnaire (Avolio & Bass, 2004), and Team Climate (Anderson & West, 1998). The questionnaire has been through a modification process then tested and analyzed to the result that the items are entirely valid. As shown from the results that transformational leadership had greater influence on Team Innovation than Team Climate with the value of Sig and Beta of 0.673 & 0.000 for the Transformational Leadership and 0.207 & 0.067 for Team Climate.

Through a deeper review, it was known that from the dimensions of Transformational Leadership, Intellectual Stimulation and Inspirational Motivation had the least score. These results indicate that most of employees of PT UT located in branches and jobsites were not well motivated by their leaders as well as having a lack of guidance in terms of stimulating the creative mindset in solving problems. Therefore, intervention programs were designed and recommended to improve the ability of the Branch and Jobsites Managers to rise the motivation of their subordinates and to provide guidance in the process of creative thinking for problem solving. The intervention that was recommended to PT UT was an act of facilitating QCC teams in making an improvement project at branch and jobsite level, by previously giving a series of training to Branch & Jobsite Managers as a debriefing training for facilitation process."

"Partal Keadilan dalam pemilihan umum Indonesia tahun 1999 gagal meraih 2% dan jumlah total suara yang mana hal ini mengakibatkan Partai Keadilan tidak memenuhj ketentuan electoral treshold dan jika menurut UU No.3 tahun 1999 tentang Pemilihan Umurn, maka Partai Keadilan tidak dapat mengikuti Pemlihan Umum tahun 2004.Setidaknya ada beberapa hal yang mempengaruhi kegagalan Partai Keadilan memperoleh 2% dan jumlah total suara pemilih dan salah satu di antaranya adalah kinerja Sumber Daya Manusia Partai keadilan itu sendiri.Dari literatur yang penulis peroleh, setidaknya ada tujuh hal yang mempengaruhi kinerja sebuah organisasi yaitu Desain kerja, Proses Organisasi, Kepemimpinan, Kelompok Kerja, Kompensasi, Ikiim Kerja dan Pelatihan.Jumlah Populasi yang menjadi bahan penelitian penulis pada tesis ini adalah 1449 orang dan jumlah sampel yang penulis ambil berdsarkan pendapat dan Paguso, Garcia, Guererro dan Sevilla (1995) adalah 95 orang responden dengan taraf nyata 0,10. Adapun Teknik pengolahan data yang penulis lakukan adalah dengan menggunakan uji kebebasan dan Korelasi Kontingensi. Uji Kebebasan digunakan untuk mengetahui ada tidaknya hubungan antara Indikator atau Variabel Komponen Penelitian dengan Variabel kinerja sedangkan Korelasi Kontingensi digunakan untuk mengetahui seberapa jauh hubungan antara Variabel Komponen Penelitian dengan Variabel Kinerja.Hal yang paling mempengaruhi kinerja Partai Keadilan adalah faktor Desain Kerja, Kepemimpinan,Kompensasj dan Pelatihan. Faktor - faktor inilah yang sangat signifikan memperlemah kinerja Partaj Keadilan sementara itu faktor Proses Organisasi, Kelompok Kerja dan faktor Ikiim Kerja meskipun cenderung memperkuat kinerja Partai namun perlu mendapatkan perhatian serius dan dapat menjadi sebuah ancaman untuk memperlemah kinerja Pattai Keadilan jika penanganannya tidak dilakukan secara baik.Dari Kesimpulan yang penulis dapatkan, maka diharapkan Partai Keadilan dapat membenahi sisi internal Partai terutama yang menyangkut hubungannya dengan Sumber Daya Manusia seperti : Aturan Tugas & Tanggung Jawab Anggota Pattai, Prosedur Kerja yang Sistematis, Standar Kerja, Fungsi Pengawasan, Kompensasi dan Fungsi - Fungsi Pelatihan"

"This writing, as a final assignment will discuss about the emp1oyec’sperformance of Autocustom XYZ Ltd. The company had a unique characteristicof employee. Their working principle is like an artist, as described in the jobdescription; they cannot be too restricted, but they are also need to be wellmanaged. The oompany’s characteristic is also not well structured, because theystill do not have any clear prospective which can create a standard for theemployees. This may leads to conflicts and work goals loss target.One ofthe efforts to overcome this situation is to train the employee inbuilding an effective team. Team building training is expectably can lead toemp1oyee’s awareness about the impoitance of an effective teamwork. Theawareness mentioned is to build eohesiveness, which is one of many criteria of aneffective team.Thus, a specialized team building training is formed using AppreciativeInquiry (Al) approaching. This training covers cognitive, affective, andpsychomotor area including the 4D model from AI (discovery, dreams, design,and destiny) as a step to build a positive attitude so it may leads to the emp1oyee’sawareness about the effective teamwork and can create optimum efforts.An advantage for Autocustom XYZ Ltd. 'fiom this writing is wellexpected, and for other fellow student who in practice, willing to create a teambuilding using appreciative inquiry approaching."

"Proyek EPC (Engineering-Procurement-Construction) pembangkit listrik memiliki kompleksitas yang tinggi untuk mencapai keberhasilan proyek (biaya, mutu, waktu). Penelitian ini bertujuan untuk mengidentifikasi faktor-faktor efektivitas tim yang secara langsung atau tidak langsung secara signifikan mempengaruhi keberhasilan proyek EPC pembangkit listrik. Faktor efektivitas tim diidentifikasi menggunakan SLR (systematic literature review) berdasarkan jurnal manajemen proyek. Setelah itu dilakukan metode Delphi untuk menganalisis relevansi dan dampak dari faktor-faktor tersebut pada keberhasilan proyek. Kami menemukan 28 faktor dan urutan pengaruhnya. Selanjutnya kami menilai proyek EPC pembangkit listrik di Sulawesi Indonesia berdasarkan tingkat penerapan, kepentingan, dan frekuensi masalah dengan melakukan kuesioner dan diskusi kelompok. Analisis Fishbone Diagram digunakan untuk menyelidiki akar permasalahan dan mencari perbaikan atau solusi. Empat faktor dianggap perlu perbaikan lebih lanjut: rasa hormat (respect); metode pengadaan/kontrak yang efektif (efficacy of procurement method and contract); komunikasi (communication); dan pengambilan keputusan (decision making). Hal penting dari studi adalah berfokus pada proyek EPC pembangkit listrik di Indonesia dan ini memberikan pengetahuan bagi manajer proyek dan anggota untuk menciptakan tim yang efektif untuk keberhasilan proyek. Akhirnya, penelitian ini memberikan indikator referensi untuk membentuk tim proyek yang efektif.

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EPC (Engineering-Procurement-Construction) power plant projects have a high complexity to achieve project success (i.e., cost, quality, and time). This study aims to identify factors of team effectiveness that significantly affect the successful outcomes of the EPC power plant project either directly or indirectly. SLR (systematic literature review) based on project management journals is applied to identify the factors of team effectiveness. Delphi method is utilized to analyze their relevance and impacts on the project’s success. We reveal twenty-eight factors and their impacts. Subsequently, we assess an EPC power plant project according to their implementation, importance, and frequency of problems by conducting a survey and a focus group discussion. Fishbone diagrams are employed to investigate the root causes and to seek improvements or solutions. Four factors are discovered and deemed to improve: respect, efficacy of procurement method and contracts, communication, and decision-making. The important point of the study is that it focuses on the EPC power plant project in Indonesia and this provides knowledge for project managers and members to create an effective team for project success. Finally, the study provides reference indicators for forming an effective project team."

"[Loyalitas terhadap tim sangat penting dalam industri olahraga terutama karena kurangnya kontrol terhadap hasil pertandingan. Untuk itu perlu ada pendekatan relasional untuk menciptakan loyalitas para supporter. Selain itu, perlu juga ditambahkan pendekatan hierarchy of effects, cognition ? affection ? conation, untuk membantu menjelaskan seberapa kuat dan loyal hubungan antara konsumen olahraga dan timnya terjalin. Penelitian ini menggunakan Structural Equation Modelling dengan bantuan software LISREL 8.51. Penelitian ini menemukan bahwa team attachment memiliki pengaruh positif dengan team loyalty. Kedua, membuktikan bahwa team self ? expression memiliki pengaruh positif dengan team attachment. Ketiga, membuktikan bahwa team trust memiliki pengaruh positif dengan team attachment. Terakhir, membuktikan bahwa team involvement memiliki pengaruh positif dengan team attachment.;In sport industry, loyalty was considered as one of the most important aspect as the lack of match control often to happen. Therefore, relational approach is needed in order to create supporters?s loyalty. Moreover, hieararchy of effects; cogmition- affection-conation is needed to describe further the relationship between consumers and the club itself. This research used Structural Equation Modelling (SEM) with Lisrel 8.51 as the statistical software. Furthermore, this research found that team attachment had a positive influence towards team loyalty. It was also prove that team self expression had a positive influence towards team attachment. Last but not least, This research found that team involvement had a positive influence towards team attachement., In sport industry, loyalty was considered as one of the most important aspect as the lack of match control often to happen. Therefore, relational approach is needed in order to create supporters’s loyalty. Moreover, hieararchy of effects; cogmition- affection-conation is needed to describe further the relationship between consumers and the club itself. This research used Structural Equation Modelling (SEM) with Lisrel 8.51 as the statistical software. Furthermore, this research found that team attachment had a positive influence towards team loyalty. It was also prove that team self expression had a positive influence towards team attachment. Last but not least, This research found that team involvement had a positive influence towards team attachement.]"

"Summary: "Building and maintaining a successful team is no simple task. Even people who have taken their teams to the highest level in their field have difficulty recreating what accounted for their successes. Is it a strong work ethic? Is it "chemistry"? What tools can you wrap your hands around to build--or rebuild--your team? In The 17 Indisputable Laws of Teamwork, leadership expert and New York Times best-selling author John C. Maxwell shares the vital principles of team building that are necessary for success in your business, family, church, or organization.In his practical, down-to-earth style, Dr. Maxwell shows how: The Law of High Morale inspired a 50-year-old man who couldn't even swim to train for the toughest triathlon in the world. The Law of the Big Picture prompted a former U.S. president to travel across the country by bus, sleep in a basement, and do manual labor. Playing by The Law of the Scoreboard enabled one web-based company to keep growing and make money while thousands of other Internet businesses failed. Ignoring The Law of the Price Tag caused one of the world's largest retailers to close its doors after 128 years in business. The 17 Indisputable Laws of Teamwork will empower you--whether coach or player, teacher or student, CEO or non-profit vollunteer--with the "how-tos" and attitudes for building a successful team." --Publisher's websi"