7.

Management Principles
7.1 Objectives
There are broadly two kinds of objectives: the objectives of the firm and the objectives of the individual.

The most successful firms are those in which the objectives of the firm and its employees most nearly
correspond, because they can all go forward together without jostling for advantage.

Everyone in the firm should ask the question ‘Is what I am doing assisting in achieving the objectives of
the organization?’ Sometimes, it is difficult to see how particular tasks are helping to achieve objectives.

It is important that the individuals are aware of the organization’s objectives so that they can appreciate
why certain steps are taken and hopefully everyone can pull in the same direction.

If the objectives are clear, the best route towards them may be difficult to find. If the objectives are not
defined, everyone will be setting off in different directions.

7.2 Leadership
Architects are called upon to practice leadership in different ways. A good leader really has only two
functions:
- to decide objectives for those being led
- to set the pace.

The real art of leadership is to appear to be following, hence the phrase ‘leading from behind’.

Good leaders put forward their ideas in such a way that the project architects think they are their own.

The true measure of successful leadership is the performance of the leader’s staff who do not realize they
are being led.

7.3 Communication
Communication is the most vital aspect of management.
It is in the nature of the profession that architects can only get their concepts realized if they communicate
them effectively. So, architects must be excellent communicators.

Good communication involves:

7.3.1 Clarity

Many architectural drawings need second sight to decipher.

Preparing production information requires the application of a mind which having analyzed the problem
can
synthesize the solution to produce easily digestible information.

One of the advantages of CAD is that it has eradicated strange drawing styles.

7.3.2 Certainty
When the architect communicates with the contractor or client there should be only one interpretation
possible.
Very often a message, which may be a model of clarity in itself, may be capable of two meanings when
read in context with other messages or with the project as a whole.

The architect should therefore, take care, that any communication, drawn, written or spoken is incapable
of misinterpretation.

7.3.3 Brevity

To be brief in a written document involves writing out the message as clearly, with certainty and briefly
as possible, then carefully editing out the superfluous, doing some re-arranging, then writing it out again.

It will take the architect longer to prepare the document, but it should save time in the long term, because
the contractor should be able to act on the document without any, or too many, questions.

7.3.4 Comprehensiveness

It is very common to assume that a recipient knows more than actually is the case. The golden rule is to
assume that the recipient knows very little and to proceed accordingly.

This will involve more time in preparation, but again it should save questioning time and it is also useful
when drawings or other documents have to be consulted long after they were produced.

The eminent architect, Sir Edwin Lutyens, once said that a drawing should be like a letter to the builder
telling him exactly what is required, not a pretty picture to impress an idiotic client; not very
complimentary to his clients, but very true for all that.

7.4 Delegation
Delegation is a key function of management and the art of delegation is to know what to delegate, when
and to whom. The important criterion is that work should always be delegated to the person that should be
capable of doing the work.

Delegation encourages people to take responsibility. An important rule is not to delegate work and then
interfere. Architects in positions to delegate work should pick the right person and then demonstrate total
confidence in the delegation.

7.5 Motivation
Motivation is in two parts: motivation of self and motivation of others.
A common term for a person with a strong motivation is ‘self-starter’.
A self-starter will determine his or her goals in life, long and short term, and create the appropriate
internal pressure required to attain the goals.
Self-motivation in this context, is generally taken to mean the ability of an individual to drive him or
herself without the necessity for any external pressure.

The golden rule for motivating others can be summarized as follows:

- find out what they want.
 - show them how to get it by doing what you want.
- ensure they are not disappointed due to your fault.

The art of motivation, therefore, is to let the individuals see that their actions are achieving the desired
end.