THE FIRM

THE FIRM: AN OVERVIEW

– Architects (or master builders) have existed since early in recorded history. The earliest recorded
architects include Imhotep (c. 2600 BCE) and Senemut (c. 1470 BCE). No writings exist to describe
how these architects performed their work. However, as nobles it is reasonable to assume they
had staffs of assistants and retainers to help refine and implement their work. The oldest
surviving book on architecture, De architectura by the Roman architect Vitruvius describes the
design and construction of towns, buildings, clocks, and machines, but provides no information
about the organization of the architect's assistants. It is generally accepted that throughout most
of human history, most architects were wealthy individuals who derived their primary income
from activities other than design and who practiced design as a part-time pursuit, employing
assistants on a project-by-project basis.
 a. ARCHITECTURAL FIRMS
– In the United States, an architectural firm or

architecture firm is a company which employs

one or more licensed architects and practices the
profession of architecture; while in other countries
such as the United Kingdom, an architectural
firm is a company which offers architectural
services.
 a. ARCHITECTURAL FIRMS
– An architecture firm in the United States usually has at least one "principal," a licensed architect who is the sole
proprietor of the firm, or one who shares an ownership interest with the
other architects in the firm (either as a partner in a partnership, or as a
shareholder in a corporation). Sometimes the title of principal is
limited to owners who hold a certain percentage of ownership
interest in a firm, or it may be expanded to include anyone with a
leadership role in a firm. Some firms may also use the title
"principal-in-charge," which denotes an architect who oversees the
firm’s services in connection with a specific project.
 Top Architectural Firms in the
Philippines (by Lamudi)
1. AIDEA Philippines, Inc.
An architectural firm that originated in England in 1995 but ultimately
evolved into an all-Filipino firm by 2003, AIDEA is one of the
Philippines largest design practices and has been included in BCI
Media Group’s Top 10 Architectural Firms for the last three
consecutive years, and ranked 62 among the WA (World
Architecture) 100 for 2015.

– Recent projects by AIDEA include the Asco Residences,

Kidzania Philippines, High Street South
– Corporate Plaza Tower 2, and Woodside Greentown Twin
Towers, among others. The project it has recently gotten the
 most acclaim for has been the Globe Tower in Bonifacio Global City, as it is now one of the most praised
and desired office buildings in Metro Manila.

Top Architectural Firms in the

Philippines (by Lamudi)
2. ASYA Design Partner
– Asya Design Partner has constantly been in BCI’s Top 10
architectural firms since the recognition started being
awarded in 2005. Headed by Architect Albert Yu, the
firm is widely recognized for its holistic services that
help owners develop properties from the ground up.
ASYA is also the only local firm with its very own 12-
story Platinum-certified green office building.
– Working with as many as 65 developers so far, ASYA has
completed design for a bevy of structures both locally
 and abroad. The most recognizable include the Mactan-Cebu International Airport, the Fo Guang Shan
Temple in Malate, and the City of Dreams Manila.

Top Architectural Firms in the

Philippines (by Lamudi)
3. Edward Co Tan & Architects
– With a passion for sustainability, Edward Co Tan & Architects (ECTA) has
established itself among the top architectural firms in the Philippines by
embracing advancements and methodologies that complement the
systems developed by environmental institutions like the Philippine Green
Building Council (PhilGBC), the U.S. Green Building Council (USGBC), and
the Leadership in Energy and Environmental Design (LEED).
– A five-time entrant in the BCI Top 10, ECTA continues to embark on several
high-profile projects in the country, bringing as much of their commitment
to sustainability as possible to each one. Some of the most recognizable
 projects of the firm include the cylindrical Del Rosario Building in BGC, The Sanctuarium in Quezon City, and the
upcoming World Hotel and Residences in Quezon City.

b. THE SMALL PRACTICE

– A small scale provides the best how to use and nurture the
conditions for creativity – even skills available in small
large firms will carry out practices for the benefit of
projects in small teams – and the wider economy.
small practice attracts many of – Small architectural practices
 contractors and suppliers
often in long-lasting
relationships. Most have a mixed
workload of commissions from
different clients: private individuals,
developers, small companies and
parts of the public sector. Such a
mix is essential to maintain a
healthy practice and to weather
economic cycles. Many carry
out work of the highest quality
and are a vital part of local and
regional economies.
 FIRM ORGANIZATION
a. LEGAL ORGANIZATION / FIRM
START UP
– The ability of start-up and small firms to succeed in the new economy has increase owing to a
number of factors that enable expanded capacity and reach. This are Infrastructure,
Collaboration and Global Practice.

– INFRASTRUCTURE. Technology enabling Architects who start their own firms to expand their
capacity and the possible types of engagements. The choice to leave a larger firm and go out
on one`s own does not necessarily mean giving up large projects or participation on the teams
that execute them. And working with larger projects or firms does not necessarily require a big
operating budget. The evolution of file-sharing technologies, building information
 modeling (BIM), multi platform collaboration, and online project communications and
management tools have enabled small and start-up practices to quickly develop offices that are
cost – effective, flexible and scalable.

a. LEGAL ORGANIZATION / FIRM

START UP
– COLLABORATION. New firms can serve
as expert consultants, contract
production staff, or valued collaborators.
Founders of start-up firms have the
opportunity to thoughtfully assess their
skills, strength, and areas of interest to
determine project opportunities that are
a good fit. Depending on the nature of
the project team arrangement, firms can
often take on discrete tasks or serve in a
support role, demonstrating value and
expertise.
- GLOBAL PRACTICE. Advances in production
technologies and telecommunications have
greatly improved access to the global design
market for firms of all scales. With the
appropriate roles and responsibilities, it is
possible for a variety of practices to work and
 compete successfully in the global entering the international marketplace as a
marketplace. Smaller firms, or those in a designer (perhaps in collaboration with a local
start-up mode, with an appetite for associate firm), or in a consulting or support
international work may want to consider role.

b. ORGANIZATIONAL CHOICES
– Professional service firms offer excellent case studies for exploring the proliferation of
associational forms. Not only are these firms numerous (a fact evidenced by the existence of
more than 65,000 law firms), but significant variations exist in state laws and, in some states,
how those laws are applied to the different professions.

– Firms' organizational choices are influenced by external conditions such as the instability of
the product market. In order to address this issue in a macroeconomic perspective, we embed
the firm's choice of organizational structure in a model of growth through creative destruction,
which induces endogenous market volatility. We find that an increasing supply of skill or
globalization may increase the rate of creative destruction, the skill premium, and the skilled
wages, and it may depress the unskilled wages. We use an original data set to test the
empirical relevance of our theory.

FIRM MANAGEMENT
– The management of
a
business firm will
typically develop a set
of organizational
objectives and a
strategy for meeting
those goals to help employees understand where the company is headed and how it
intends to get there.
a. PLANNING AND POSITIONING
a. PLANNING AND POSITIONING
 b. DESIGN EXCELLENCE AND
QUALITY PRINCIPLES
– Design
excellence is
a term used to
The Guiding Principles of a new Department of State program, based on the
describe the
1962 Guiding Principles for Federal Architecture, are articulated below.
outcome of high
quality architectural,
urban and landscape
design as well as a
structured process to
support the high
quality design.
b. DESIGN EXCELLENCE AND
QUALITY PRINCIPLES
 c. ISO 9001 : 1994
– ISO 9001:1994 is a company level certification based on a standard published by the
International Organization for Standardization (ISO) titled "Quality systems-Model for
quality assurance in design, development, production, installation and servicing". This
standard revises ISO 9001:1987 (the first edition of the ISO 9001 quality standard) and
has been revised by ISO 9001:2000 (which was subsequently revised by ISO 9001:2008).
The 1994 revision improved the clause on control of design and development and also
slightly modified the role of ISO 9002 and ISO 9003.
– ISO 9001:1994 is a non-industry specific standard that gives guidelines on how to
implement and maintain a quality management system. The standard lists clauses related
to topics such as management responsibility, document control, purchasing requirements
and product identification among others.
 – Certifications are issued by third party certifying bodies, to the current version of this
standard.

d. TECHNIQUES FOR MANAGING

QUALITY
– Architectural management falls into two distinct parts, office management and project
management (Brunton et al., 1964; Emmitt, 1999a & 1999b). Office management provides
an overall framework within which individual projects are commissioned, designed and
completed.
Both parts have the same objectives but are typically addressed by separate management
systems. Office management involves the allocation and financing of resources, principally
premises, trained staff and computer systems, and on establishing and charging
appropriate fees for the services rendered. Project management focuses on timescales,
 developing a design from initial concept to working drawings, and managing the
construction process

– The essence of architectural management is to ensure that work on a

project is cost-effective, to achieve a balance between profitability and
design quality.

d. TECHNIQUES FOR MANAGING

QUALITY
Development
– Standard management techniques and tools, borrowed mainly from repetitive industrial
processes, have not always fitted comfortably with the image of the architect as a creative
individual, rather than a professional member of a business team. The term
‘architectural management’ has been in use since the 1960s as building construction
became more complex, because of a shift from standard traditional construction details, to
innovation and experimentation. Architectural practices generally employ an office manager
who may have at their disposal an administration assistant or team of assistants. Project
management is increasingly a role played by an independent consultant, especially during
the construction phase. Project managers are typically from one of the surveying disciplines,
leaving only the architectural elements to be managed in-house by the architects.
d. TECHNIQUES FOR MANAGING
QUALITY
 d. TECHNIQUES FOR MANAGING
QUALITY
– In the architecture industry, good management skills are oftentimes acquired through
experience rather than formal training. This learning process can be accelerated by exploring
the best practices, advice, and lessons from principal architects who have built up their
knowledge base over the course of years, even decades in the industry.
– “Focus on getting the right people doing the right things at the right time. The key to this is
securing talent that will drive the firm forward,” Richard Marshall, Perkins + Will
– “Our people are the most valuable asset we have,” Drew Padilla, Smith Group JJR
– “It is important to hire and retain great people, nurture their talents and skills, and make
sure that there are projects in the pipeline to sustain existing resources and allow for
growth,” Ruth Todd, FAIA, Page & Turnbull, Inc.

HUMAN RESOURCES
MANAGEMENT
– Human resource management (HRM or HR) is the strategic approach to the effective
management of people in an organization, so that they help the business gain a
competitive advantage. Commonly known as the HR department, it is designed to
maximize employee performance in service of an employer's strategic objectives. HR is
primarily concerned with the management of people within organizations, focusing on
policies and on systems. HR departments are responsible for overseeing employee
benefits design, employee recruitment, training and development, performance
appraisal, and rewarding (e.g., managing pay and benefit systems). HR also concerns
itself with organizational change and industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from
governmental laws.

HUMAN RESOURCES
MANAGEMENT
– As per Armstrong (1997) Human resource management is defined as “a strategic
approach to acquiring, developing, managing, motivating and gaining the
commitment of the organization’s key resource — the people who work in and for
it.”
– In general, human resource management is concerned with hiring, motivating and
maintaining workforce within businesses.
 – Functions of Human Resource Management Includes:
· Managerial Functions
· Operative Functions

HUMAN RESOURCES
MANAGEMENT
Managerial Function Includes:
1. Planning
One of the primary function where number & type of employees needed to accomplish
organizational goals are determined. Research forms core HRM planning which also helps
management to collect, analyze and identify current plus future needs within the
organization.
2. Organizing

Organization of the task is another important step. Task is allocated to every member as per
their skills and activities are integrated towards a common goal.

HUMAN RESOURCES
MANAGEMENT
3. Directing
This includes activating employees at different levels and making them contribute maximum
towards organizational goal. Tapping maximum potentialities of an employee via constant
motivation and command is a prime focus.
4. Controlling

Post planning, organizing and directing, performance of an employee is checked, verified and
compared with goals. If actual performance is found deviated from the plan, control
measures are taken.

HUMAN RESOURCES
MANAGEMENT
Operative Function Includes:
1. Recruitment/Hiring
Hiring is a process which brings pool of prospective candidates who can help
organization achieve their goals and allows managements to select right candidates from the
given pool.
2. Job Analysis & Design

Describing nature of the job like qualification, skill, work experience required for specific job
position is another important operative task. Whereas, job design includes outlining tasks,
duties and responsibilities into a single work unit to achieve certain goal.
3. Performance Appraisal
Checking and analyzing employee performance is another important function that
human resource management has to perform.

HUMAN RESOURCES
MANAGEMENT
4. Training & Development
 This function allows employees to acquire new skills and knowledge to perform
their job effectively. Training and development also prepares employees for higher level
responsibilities.
5. Salary Administration
Human Resource Department also determines pays for different job types and
includes compensations, incentives, bonus, benefits etc. related with a job function.
6. Employee Welfare
This function takes care of numerous services, benefits and facilities provided to an
employee for their well-being.
 HUMAN RESOURCES
MANAGEMENT
7. Maintenance

Minimizing employee turnover and sustaining best performing employees within the
organization is the
key. Minimizing ROI within HR department is also a key goal for Human resource management team.
8. Labor Relations
Labor relation is regards to the workforce who work within a trade union. Employees in such domain form
a union/group to voice their decisions affectively to the higher management.
9. Personal Research
Research is a vital part of human resource management. It is performed to keep a check on
employee
opinion about wages, promotions, work condition, welfare activities, leadership, employee satisfaction and
other key issues.
10. Personal Record
This function involves recording, maintaining and retrieving employee related information
including
employment history, work hours, earning history etc.

REFERENCES:
– http://www.oaa.on.ca/oaamedia/documents/The%20Elements%20of%20a%20Successful%20Architectural
%20Firm.pdf
– https://en.wikipedia.org/wiki/Architectural_firm
– https://appfluence.com/architecture/architecture-project-management-advice/
– https://formaspace.com/articles/workplace-bulletin/20-tips-starting-an-architectural-firm/
– Architects’ Employment and Earnings 2002 Mirza & Nacey Research for the RIBA
– https://en.wikipedia.org/wiki/Architectural_firm
– https://creately.com/diagram/example/i55hc5nl/Architecture
– https://en.wikipedia.org/wiki/Human_resource_management
– https://medium.com/@swaticbindia/human-resource-management-its-core-functions-managerial-operative-fc0335ef616a
– https://certifications.thomasnet.com/certifications/glossary/quality-certifications/iso/iso-9001-1994/

– The Elements of a Successful Architectural Firm Presented by: Shimmerman Penn LLP

– https://www.lamudi.com.ph/journal/top-architectural-firms-in-the-philippines/

– Design excellence strategy 2018 Sydney Metro City & Southwest

– https://entrearchitect.com/2017/10/10/business-type-best-architecture-firm/