BUSINESS MANAGEMENT AND APPLICATION FOR ARCHITECTURE

ABM

architecture firm

requires strong business management to balance creativity with profitability, compliance, and client satisfaction.

Roles of Management in Architecture

1. Ensures the firm’s vision and goals

2. Aligns creativity

3. Coordinates people, technology, and resources

4. Builds client trust and long-term partnerships

5. Sustains growth in a competitive industry

management functions

Planning, Organizing, Leading, Staffing, Controlling

Planning

Setting goals, strategies, and actions for the future.

Organizing

Structuring resources and workflows to achieve goals.

Leading

Inspiring and directing people to achieve objectives.

Staffing

Recruiting, developing, and managing human resources.

Controlling

Monitoring performance and ensuring alignment with goals.

Planning

Strategic vision

planning

Project planning

Planning

Risk management

Planning

Business growth

Organizing

Establish design, technical, project management, and admin units.

Organizing

Create systems

Organizing

Allocate resource

Organizing

Build partnerships with engineers, suppliers, contractors, and LGUs.

Leading

Provide visionary leadership - foster innovation & sustainable design.

Leading

Maintain strong client communication

Leading

Motivate design teams to stay creative and productive.

Leading

Resolve conflicts within the team or with stakeholders

Leading

Make decisive choices in design and business.

Staffing

Hire architects, engineers, draftsmen, interns, and admin staff.

Staffing

Provide training

Staffing

Assign roles according to skill sets.

Staffing

Conduct performance evaluations and feedback.

staffing

Retain staff through career development and work-life balance.

Controlling

Quality control

Controlling

Budget monitoring

Controlling

Time control

Controlling

Compliance

Controlling

Post-projectevaluation

scientific management

it emphasizes optimizing individual task performance through scientific analysis and standardization.

Late 19th - Early 20th Century

when was classical management theories start

Frederick taylor

who emphasized optimizing individual task performance through scientific analysis and standardization.

frederick taylor

Who made scientific managenent

Scientific Management

This influenced the organizing and planning functions of managers, focusing on efficiency.

Henri fayol

who introduced principles like planning, organizing, leading, and controlling.

Henri Fayol

who made administrative management

Administrative management

Henri Fayol introduced principles like planning, organizing, leading, and controlling.

Henri fayol

His ideas laid the groundwork for modern management functions and organizational structure

classical management

this was created during late 19th - early 20th century

behavioural management theories and systems theory

created mid-20th century

behavioural management theories

also known as the human relations movement

mid - 20th century

when Behavioural Management Theories created

Behavioural Management Theories

emphasized the importance of understanding and addressing employees' social and psychological needs.

Elton Mayo

he emphasized the importance of understanding and addressing employees' social and psychological needs.

Behavioural Management Theories

This theory, spearheaded by Elton Mayo

Behavioural Management Theories

It influenced the leading and coordinating functions by highlighting the significance of motivation and interpersonal relationships.

Systems theory

This theory views organizations as complex systems with interrelated parts.

Systems theory

It impacted all management functions by highlighting the need for considering the organization as a whole, including how changes in one area affect others.

human relations movement

other term for behavioural management theories

contingency theory

suggests that there's no one-size-fits-all approach to management.

contingency theory

Managers need to adapt their strategies based on situational factors.

contingency theory

This influences all functions by emphasizing flexibility and responsiveness

late 20th century

when contingency theory starts

Total Quality Management and Continuous Improvement

These approaches focus on enhancing product and service quality through ongoing improvement efforts.

late 20th century

when Total Quality Management and Continuous Improvement starts

Total Quality Management and Continuous Improvement

They impact all functions by emphasizing the importance of planning, organizing, and controlling to achieve and maintain high-quality standards.

modern management theories

it exist on late 20th - 21th century

Management by Objectives

involves setting clear objectives collaboratively and evaluating performance against them.

Modern Management Theories

under what theory is management by objectives

Peter Ducker

management by objectives created by?

strategic management, lean and agile management

under management by objectives

Strategic management

Emphasizes long-term planning, goal alignment, and adapting to external changes. It affects the planning, organizing, and controlling functions.

lean and agile management

These approaches focus on efficiency, waste reduction, and adaptability. They impact all functions by emphasizing streamlined processes and responsiveness.

Quality Control

Design accuracy, code compliance

Budget monitoring

track costs vs. project budget.

Time control

follow project schedules and deadlines.

Compliance

follow legal, safety, and ethical standards.

Post-projectevaluation

client feedback and internal review.

Strategic vision

define target market (residential, commercial, heritage, sustainable design).

Project planning

set scope, schedules, cost estimates

Risk management

plan for revisions, delays, and client changes.

Business growth

invest in technology (BIM, VR, AI).

Create systems

CAD/BIM standards, document protocols

Allocate resources

assign teams and consultants.

Provide Training

BIM, green architecture, project management.

Sole Proprietorship

It is the most common type  of business structure. 

Sole Proprietorship

 is a business that can be controlled and owned by an individual, a company, or a limited liability partnership.

Sole Proprietorship

There are no partners in the business.

Partnership

is a form of business where two or more people share ownership, as well as the responsibility for managing the company and the income or losses the business generates.

Corporation

It is a business entity that is owned by its shareholder(s), who elect a board of directors to oversee the organization’s activities.

corporation

The corporation is liable for the actions and finances of the business— the shareholders are not.