A.

Evolution of Global Trends of Management

a. Workforce Diversity
Diversity is a moral concern as well as a business issue. Although the
spotlight has been shining on workplace diversity concerns in the last decade,
workplace diversity calls to action did not begin to emerge until the mid-
1960s (Wills, n.d.). Previously, many businesses had a long history of racial
and gender discrimination, as well as a lack of cultural diversity, with no
protocols, training, or reprimands. In 1948, President Truman issued an
Executive Order to desegregate the armed forces. Many academics consider
this to be the first workplace diversity protocol. The Executive Order
mandated that all members of the armed services be treated and given equal
opportunities.
The modern workforce will eventually be dominated by millennials.
This set of people will not just be employees, but will also play leadership
and managerial positions. Millennials believe that businesses must take
concrete actions to create and maintain a diverse work culture for the firm for
which they work to be more successful. According to the 2018 Deloitte
Millennial Survey, millennials favor organizations that have an inclusive
culture. To recruit this modern workforce, businesses must follow similar
beliefs concerning diversity in the workplace to remain successful and
lucrative.

b. Outsourcing
According to Accelerator (2022), the history of contemporary
outsourcing as we know it began in the late '80s and early '90s. According to
reports, the practice was not a legal business concept until 1989. Businesses
began to provide services to other groups, providing the promise of additional
labor at a lower cost. Outsourced services such as telemarketing, telesales,
and even cold calling have been available since then. Furthermore, as
technology advanced, more types of outsourced services emerged.
The term "outsourcing" was coined by the economist Ronald Coase,
according to many sources. It progressed from outsourcing basic "blue collar"
work to outsourcing specialized and highly skilled "white collar" ones.
Outsourcing's history can be separated into two stages: labor division
between US and Mexican industries, and offshore manufacturing of
intermediate inputs in low-cost developing countries. While keeping higher-
paying positions in their own nations, US corporations are motivated by the

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 low costs of manufacturing abroad, the availability of skilled labor, and
business-friendly settings (How Did the Concept of Outsourcing Begin? |
ConnectAmericas, n.d.).
The availability of dependable and affordable communication
infrastructure, as well as the digitization of services, fueled the expansion of
service outsourcing. Medical transcription services were the first to be
outsourced to India, followed by data processing, billing, and customer
service. The most essential service was software, which created a critical
mass of talent and resources in densely populated areas such as Bangalore.
Foreign investment was also important in the growth of outsourcing, with the
Indian government encouraging the creation of Software Development
Technology Parks and Export Enterprise Zones.

c. Business Process Reengineering (BRP)

Business process re-engineering (BPR) is an early 1990s business
management method that focuses on the analysis and design of workflows
and business processes within a company. BPR aspires to assist firms in
fundamentally rethinking how they do business to improve customer service,
reduce operational costs, and become world-class competitors. The ongoing
development and deployment of information systems and networks has been
a major driver of re-engineering. Organizations are getting more daring in
their use of this technology to support business operations rather than just
refining existing methods of conducting work.
Michael Hammer, a former MIT computer science professor,
published an essay in the Harvard Business Review titled "Reengineering
Work: Don't Automate, Obtain" in 1990, arguing that managers should focus
on eliminating non-value-adding work rather than utilizing technology to
automate it. Hammer said that businesses should evaluate their incapacity to
meet the expectations of their customers and their insufficient cost structure
(Wikipedia contributors, 2023). As a result, there has been an increase in the
number of publications, books, and journal articles devoted to Business
Process Reengineering (BPR), with numerous consulting firms inventing
BPR approaches. BPR was criticized as a means to dehumanize the
workplace, improve administrative control, and rationalize downsizing.
Despite this, re-engineering is being implemented at a rapid pace, with as
many as 60% of Fortune 500 corporations claiming to have launched or
participated in the process.

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 d. Learning Organization
A learning organization is any organization that places a premium on
personal and professional development through knowledge transfer. Learning
is encouraged as part of the underlying ethos and general vision for long-term
success in these firms.
According to Gupta, D. (2023), the phrase "learning organization"
was popularized in the early 1990s by Peter Senge, author of The Fifth
Discipline: The Art & Practice of The Learning Organization. Senge believes
in decentralized leadership, in which all employees work together to achieve
a single goal. His Five Disciplines of a Learning Organization describe how
this might be accomplished. A learning organization's foundation is personal
mastery, which allows employees to create their own sense of vision via
reflection. Trust and collaboration enable employees to feel heard and
encouraged to take risks, resulting in a shared vision. Mental models aid in
comprehending how deeply rooted assumptions influence interactions and
decisions. Team learning occurs when team members are humble, willing to
reflect on and consider the perspectives of others, and willing to suspend
personal prejudices (Hassell, 2019). The interconnection of components is
addressed by systems thinking, which examines the entire and creates a
knowledge of how parts are interconnected. Systems thinking is an awareness
of the subtle connectivity that characterizes living systems.

B. Success of Global Trend of Management

a. Workforce Diversity
Most people intuitively understand that diversity is good for
business. However, some business owners claim that their success extends
beyond what data or metrics can ever measure. "Your business will
experience the benefits of diversity - improved employee performance and
morale, greater innovation, and increased profitability - firsthand, proving
that your life can only become richer when incorporating more diversity,"
says Kathy Jeffery, Chief People Officer of Pear Therapeutics. Employees
with varied origins have their distinct viewpoints and ideas based on their
experiences.
According to studies, these experiences lay the groundwork for
developing firms that are more effective at problem-solving and innovative
thinking to beat the competitors. According to a McKinsey report,

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 organizations in the top quartile for ethnic and racial diversity were 35%
more likely to earn above-average profits. A culturally varied workplace
environment fosters a flexible and adaptive business environment. Businesses
have the ability to drastically alter our social landscape. Organizations that
focus on making a difference in a diverse and inclusive society will thrive.
Furthermore, the successful application of workforce diversity has
had a dramatic impact on architecture by stimulating creativity, encouraging
inclusivity, and improving design quality. A diverse team of architects and
designers brings a variety of viewpoints, experiences, and cultural
backgrounds to the table, resulting in a more dynamic and creative design
process (Architecture Matters: Diversity in Design, n.d.). This diversity of
thinking frequently leads to architectural solutions that are more responsive
to the demands and preferences of a broader group of users, resulting in more
inclusive and user-friendly settings. Furthermore, a diversified workforce
fosters a better awareness of different cultural and socioeconomic settings,
pushing design to embrace and incorporate numerous cultural features,
materials, and building processes. As a result, the architectural environment
is enriched, encouraging the production of structures and spaces that better
reflect society's multicultural fabric (Alam, n.d.). Overall, the success of
workforce diversity has been a driving factor behind architectural excellence
and responsiveness to our diverse world's increasing demands.

Image No. 1: Benefits of Workforce Diversity

b. Outsourcing

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 Outsourcing services are effective. In reality, Statista estimates that
the outsourcing sector will be worth $92.5 billion in 2019. According to
Overby, (2023), outsourcing has impacted and affected various industries—
and even people's lives—since it started. The technology industry was one of
the first and most prolific to adopt the practice. Outsourcing appears to have
touched every aspect of a tech firm, from conceptualization to manufacturing.
One example is Apple Inc.'s history with outsourcing. The software
behemoth outsourced its production to China and its customer service to
India. Tech-enabled enterprises and service providers, like Apple, are
collaborating to produce and deliver goods and services that will make
everyone's lives a little bit easier. Companies frequently rely on outsourcing
partners to complete tasks ranging from AI assistants to call center support.
Another Example is the healthcare industry. It is one of the busiest in
history. It's hardly surprising that they'd use the practice as a business
technique to help them focus more. The functions that benefited the
healthcare business, from medical billing to insurance processing, are part of
the history of outsourcing. The sector would not be as efficient as it is today
if external service providers did not exist. The increased demand for high-
quality healthcare drives partner companies to design technologies that will
propel the industry forward. Experts are constantly working to develop the
next generation of concepts.
While on the other hand according to Solutions (2023), outsourcing
has had a significant impact on architecture, notably in the areas of
architectural visualization and drafting. With technological developments and
the opportunity to interact with competent people all over the world, many
architectural firms have outsourced jobs like 3D rendering, drafting, and even
design concepts to offshore teams. Architects have been able to cut
operational expenses, boost productivity, and fulfill tighter project timelines
as a result of this. It has, however, prompted concerns about the quality of
work and the loss of local employment possibilities. Furthermore, as
architects engage with experts from many cultural backgrounds, the
globalization of architectural services has encouraged a more diversified
variety of design influences, resulting in architectural projects that integrate
worldwide aesthetics and functional requirements (Architecture Outsourcing
| SourceFit BPO Philippines, 2023). In essence, the evolution of outsourcing
has transformed the architecture profession by transforming how architectural

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 services are given, influencing both the industry's dynamics and the design
methodologies used.

Image No. 2: Outsourcing and Its Benefits

c. Business Process Reengineering (BRP)

During the 1990s, many corporations, including Ford Motors, GTE,
and Bell Atlantic, experimented with BPR to restructure their operations. The
reengineering method they used made a significant difference for them,
substantially lowering their costs and enhancing their effectiveness in the
face of increased competition. IBM is another well-known corporation that
has effectively implemented BPR. IBM embarked on a huge BPR program in
the early 1990s, which led to the restructuring of its whole organization,
resulting in cost savings, better customer happiness, and a more flexible
approach to adjusting to market changes (Mathiarasan, K., 2023). General
Electric (GE) is also noted for its successful adoption of BPR, which resulted
in greater profitability and competitiveness by simplifying and streamlining
many business processes across its varied portfolio of businesses. The
positive experiences these firms have had with BPR demonstrate its
effectiveness in achieving operational excellence and keeping a competitive
advantage in the business sector.
BPR has had a substantial impact on architecture by redefining how
architectural firms operate and provide services. BPR stresses the radical
rethinking of corporate processes to improve efficiency, save costs, and
improve overall performance. This has resulted in the adoption of more
streamlined and digitally driven workflows in the field of architecture.

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 Architects increasingly use advanced software and digital tools for activities
like drafting, modeling, and project management, which allows for increased
precision and efficiency in the design and construction processes (Kettinger
et al., 1996). BPR has also promoted the incorporation of sustainability
principles into architectural processes, which has resulted in the creation of
green building standards and ecologically conscious designs. Furthermore,
BPR has also facilitated collaboration among interdisciplinary teams of
architects, engineers, and contractors by optimizing project management and
communication procedures, resulting in more integrated and efficient
building projects. In summary, BPR's success in architecture has altered the
profession by making it more efficient, sustainable, and collaborative,
resulting in better-designed and more cost-effective structures.

Image No. 3: Advantages of BPR

d. Learning Organization
Learning organizations and the individuals who work in them are
always learning from everything they do. They use their own and others'
experiences to better their performance. They learn from both their
accomplishments and their misfortunes. Continuous learning is ingrained in
the DNA and architecture of the firm. The CEO and top management
advocate, drive, and exemplify the benefits of continual learning. Every
company member understands that constant learning is expected and will be
rewarded (ELM Learning, 2022).

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 Companies like Companies such as General Electric promote
continuous learning by managers and other leaders who return to Crotonville
to study and teach at important junctures in their careers. Pizza Hut also
constantly invents and adopts new technology, and by recognizing their
customers' lifetime value, they treat them as long-term assets. Toyota Motor
Company, on the other hand, employs lean manufacturing and continuous
improvement to create tiny but continual changes to its products and
operations (Jacobson & Jacobson, 2023).
Furthermore, the Learning Organization model had a significant
impact on architecture by encouraging a culture of continual improvement,
flexibility, and creativity within architectural businesses. Technology,
materials, and design trends are always changing in the world of architecture.
According to Ozturk et al. (2016), learning organizations encourage
architects and their teams to stay current on new advances and to constantly
gain new information and skills. As a result, architects are more versatile and
capable of incorporating new technologies and ecological practices into their
designs. Furthermore, the emphasis placed within Learning Organizations on
open communication and knowledge sharing has resulted in more
collaborative and multidisciplinary approaches to architectural projects,
resulting in more comprehensive and inventive design solutions (Kollenscher
et al., 2017). Ultimately, the success of implementing a Learning
Organization model in architecture has improved the profession's ability to
respond to emerging challenges and provide forward-thinking, sustainable
architecture.

Image No. 4: Learning Organization

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C. Challenges of Global Trend of Management
a. Workforce Diversity
Diversity in the workplace has numerous advantages. Diverse
perspectives, opinions, and ideas can foster more innovation and problem
solutions. This can help businesses better service their customers, expand into
new markets, and gain a competitive advantage. Bringing together a varied
group of people, however, can provide some challenges. One example is
communication issues. Due to language hurdles, differing communication
styles, or hearing problems, communication issues are widespread among
diverse teams. Provide guidelines on when and how to utilize each channel,
such as Slack for informal communication and Zoom calls for in-depth
conversations, to address these difficulties. Allow guests to ask for
clarification if necessary, and ensure clear and slow communication.
Another challenge is that when people from various cultures get
together, miscommunications might occur. An inclusive workplace can aid in
the identification of misconceptions and the respecting of differences. It
encourages team members to extend the benefit of the doubt to others. Team
members are encouraged to contribute to a more inclusive atmosphere and to
broaden their cultural understanding through teachable opportunities and
feedback. On the other hand, as 61% of workers have encountered prejudice
based on age, ethnicity, gender, or LGBTQ+ identification, diversifying your
staff may result in higher biases, discrimination, and harassment. To avoid
this, convey the value of diversity and inclusion, establish expectations using
a Code of Conduct, and ensure that no prejudice is (Moloney & Moloney,
2023).
As with any big project, creating and maintaining workplace
diversity has challenges. However, the majority of these issues are
manageable and do little to overshadow the positive effects of focusing on
diversity and inclusion. This is critical work that will help our communities
and teams, and it demands our attention.

b. Outsourcing
Outsourcing is a typical practice in which corporate tasks and
procedures are contracted out to third-party vendors. Outsourcing can provide
significant benefits, ranging from cost reductions and efficiency gains to
increased competitive advantage. However outsourcing agreements continue

9
 to fail at a significant rate, ranging from 40% to 70% (Overby ,2023). The
inherent conflict of interest in any outsourcing agreement lies at the heart of
the problem. The client wants better service, generally at a lower cost, than it
would get if it did the work alone. The merchant, on the other hand, is
looking to make a profit. That tension must be carefully handled to produce a
good conclusion for both the client and the provider. When properly
implemented, a service level agreement (SLA) is one tool for negotiating this
conflict. An SLA is a contract between an IT services provider and a
customer that states what services the vendor will offer, usually in
measurable terms. Service levels are established at the start of any
outsourcing contract and are used to measure and monitor the performance of
a supplier.
Another reason for outsourcing failure is a rush to outsource as a
"quick fix" cost-cutting measure rather than an investment meant to improve
capabilities, grow globally, increase agility and profitability, or strengthen
competitive advantage. In general, risks rise as the lines between client and
vendor responsibilities blur and the scope of responsibilities broadens.
Whatever method of outsourcing is used, the relationship will only work if
both the vendor and the client receive the intended benefits.

c. Business Process Reengineering (BRP)

Business process reengineering (BPR) strives to drastically reduce
company expenses and process redundancies. Change is tough to manage,
and it saves a significant amount of money on analysis, reengineering, and
documentation. If processes are not better managed during runtime,
reengineering will be required. The issue with BPR is that it is more
expensive to install the larger you are. Five months after launch, a startup
may perform a pivot that includes business process reengineering with little
execution expenses (What Are the Risks Associated Business Process Re-
Engneering (BPR), n.d.).
There is also a challenging process due to resistance to change, time-
consuming and resource-intensive costs, and the risk of unintended
consequences. It is crucial to understand the interconnectedness of processes
and maintain a holistic view of their implications. BPR efforts may also
struggle to align with the organization's strategic goals, leading to processes
that do not contribute to the overall mission. Effective communication is
crucial for successful BPR, but it can be challenging to ensure all

10
 stakeholders understand the goals, benefits, and implications of the changes.
Inadequate communication can lead to confusion, resistance, and a lack of
buy-in from employees and leadership. BPR should be an ongoing process,
adapting to evolving business needs, and sustaining momentum and
commitment to continuous improvement can be challenging over the long
term.

d. Learning Organization
It is not easy to establish and sustain a Learning Organization (LO).
The cultural shift necessary inside an organization is a huge problem.
Employees accustomed to more rigid, top-down management may be
resistant to the transition from a traditional, hierarchical structure to one that
prioritizes continual learning, open communication, and collaboration.
Furthermore, the time and money required to develop and operate a LO might
be costly for some businesses, particularly smaller ones.
According to Rupčić (2022), Another problem is successfully
quantifying the ROI of learning programs. It can be difficult to demonstrate
the practical benefits of a Learning Organization since the consequences of
learning and information sharing are not always instantly quantifiable. This
can make obtaining upper management's support and resources difficult .
Furthermore, striking a balance between learning and day-to-day
operating responsibilities might be difficult. Finding time for employees to
engage in learning activities while meeting project deadlines and executing
daily obligations can be a tricky balancing act in a fast-paced work
environment.
Finally, building an environment in which employees feel secure to
share their ideas and take risks can be difficult, especially if there is a fear of
criticism or retaliation. Building trust and psychological safety inside an
organization is an important component of LO, but it can take time and work
to achieve. Overall, while the concept of a Learning Organization has
numerous advantages, overcoming these obstacles needs dedication,
perseverance, and strategic planning.

D. SWOT Analysis
S – Strength
Workforce Diversity  Competition at the International

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 Level
 Decision-Making Based on
Facts
 Thinking that is creative and
innovative
 Cross-Cultural Awareness
Outsourcing  Simplified project management
 Things get done fast
 Enhanced business agility
 Time zone advantage and 24/7
Business Process Reengineering  Alignment with business goals
(BRP)  Optimized processes
 Enhanced agility
 Improved customer experience
 Cost reduction
Learning Organization  Innovation
 Adaptability
 Employee engagement
 Problem solving
 Knowledge sharing
 Leadership development
 Improved communication

W - Weaknesses
Workforce Diversity  Communication barriers
 Unconscious bias
 Cultural clashes
Outsourcing  Shared financial burdens
 You shift time frames
 Lack of team cohesion
 Dependency on external entities
Business Process Reengineering  Complexity
(BRP)  Lack of alignment with business

12

Learning Organization
strategy
 Resistance to change
 Overemphasis on process
 Integration challenges
 Inadequate Leadership Support
 Inadequate Resources
 Limited Access to Learning
Opportunities
 Competing Priorities
 Information Overload

O – Opportunities
Workforce Diversity  Can have an increase in profits
and productivity
 Can reduced rates of employee
turnover
 Can improved reputation for
your business
Outsourcing  Can get more experts
 Can share some risk
 Can reduce costs
Business Process Reengineering  Digital Transformation
(BRP)  Data Integration
 Cloud Adoption:
 Standardization:
 Scalability
 Interoperability
Learning Organization  Continuous improvement
 Technology integration
 Diversity and inclusion
 Learning analytics
 Cross-functional learning
 External partnerships

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  Measurable goals

T – Threats
Workforce Diversity  Heightened conflict
 The status quo is under threat
 Misaligned expectations
 Resource allocation
Outsourcing  Loss of control
 Communication barriers
 Unforeseen and hidden costs
 Privacy and security threats
Business Process Reengineering  Cost overruns
(BRP)  Security vulnerabilities
 Inadequate scalability
Learning Organization  Competitive pressure
 Cybersecurity threats
 Knowledge silos
 Generational differences
 Globalization
 Compliance and regulatory
changes

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architecture-industry

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