Danks, S; Shephard, A and Wild, A (1998) Architecture as the practice of design and the organization of practice. In: Hughes, W (ed.) Proceedings of 14th Annual ARCOM Conference, 9-11 September 1998, Reading, UK.
Abstract
Two dissertations, based on qualitative research, from the MSc in Construction Project Management at University of Central England, UK on the management of architectural practices and the management of design are summarized and related to each other through a focus on design as a strategic competence for architectural practices. The research is placed in the context of Thatcherism interpreted as an assault of private sector professionals on their public sector and liberal counterparts. The managerialization of architecture is demonstrated but design is shown to have been insulated from this by its intrinsic creativity which, now, has to be managed as a learning process. The future of architectural practices as knowledge organizations is reviewed. It is shown that the confidence of the profession has recovered sufficiently for architects to consider: contesting some of the managerial ground from which they have been driven by other professional groups and the diversification of practices and the services offered in the market. The appropriate organization culture and key skills for architectural practices are considered in the present context of construction. It is concluded that architectural firms are as well equipped as any construction organization to cope with the new uncertainties.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | architecture; culture; learning; managerialization; organization |
| Index terms: | architect, construction project management, qualitative research, architectural practice, profession, diversification, competence, dissertation, creativity, architectural firm, construction organization, England, public sector, private sector |
| Subjects: | project management theory and practice, personnel development, Geography, market analysis, innovation and creative processes, industry analysis, administrative law, organization, research design and methodology, business, profession, research dissemination and communication, institututions |
| Topics: | Human Resources, Legal Issues, Design Practice, Roles and Professions, Research Practice, Geographical Context, Project Management, Business Strategy |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here