Management of architects within architectural businesses

• Main Author: Thompson, Robert Francis
• Published: University of Salford 2002
• Subjects: 720; Architectural firms
• Online Access: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.272962

The management of architects within architectural businesses has been identified as an issue influencing the future behaviour of architectural practices. This work goes on to develop and apply a qualitative model (based on systems theory) which enables deeper research into architects' businesses. The modelling of goals at strategic, management and individual levels in the firm are introduced into a Case Study Series. The results are analysed and presented in the form of a social efficiency map. The thesis explores the modelling of multiple goal- seeking behaviour within firms. The work justifies behaviour at individual level using a fulfilment model (explaining personality as based on a single force toward growth and actualisation). Existing models of business behaviour are used to explain business behaviour at management and strategic levels in the firm. A rigorous selection of firms included in the series of Case Studies is undertaken. This enables a process of contrast comparison and replication. Initially this work builds on research by the RIBA (undertaken in 1993) and the RIBA's findings from their Case Studies of traditional, muitidisciplinary, named, and commercial architectural business. This is the basis for the propositions examined in this research. The research concludes by comparing the results of the Social Efficiency Map by triangulation with questionnaires and a technique of participant as observer (using an vnopportunistic method of sampling) to strengthen the findings. The model proves effective in capturing the 'world view 1 of architects, based on propositions developed from the RIBA study and those emerging from the Case Studies Series. The implications are applied in the wider sense of the construction industry entire. The systems theory model is extended to facilitate discussion. Recommendations are made regarding the wider problem of 'perceptions' by firms in the construction industry and the permeability of these firms towards change introduced into this wider environment described.