Architecture as the practice of design and the organization of practice

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.