LEE- Proje ve Yapım Yönetimi-Yüksek Lisans

Bu koleksiyon için kalıcı URI

http://hdl.handle.net/11527/19432

Gözat

Konu "architectural offices" ile LEE- Proje ve Yapım Yönetimi-Yüksek Lisans'a göz atma
  • Öge
    Determining an organizational structure model toimprove productivity in architectural design offices
    (Graduate School, 2025-05-26) Özgenç, Mehmet ; Günaydın, Hüsnü Murat ; 502221408 ; Project and Construction Management
    While organizational productivity and its influencing factors have been widely explored in the literature across various sectors, there remains a significant shortage of research dedicated specifically to architectural design offices (ADOs). ADOs exhibit distinctive operational characteristics—such as their reliance on project-based workflows, interdisciplinary teamwork, and creativity-centered outputs—that set them apart from more conventional corporate or industrial settings. Despite these unique aspects, the organizational management of ADOs has been largely overlooked in productivity-focused research. This gap may stem from the limited incorporation of architectural practice management into the broader discourse of organizational theory. Consequently, there is a notable deficiency in our understanding of how productivity can be accurately measured, evaluated, and improved within ADOs, underlining the need for focused investigation in this specialized area. This study aims to determine an organizational structure model to improve organizational productivity in ADOs. To achieve this, the research began with a comprehensive review of relevant literature. This review encompassed a wide spectrum of topics including the foundational definitions and historical origins of organizations, their components, and particularly, the attributes of project-based organizations. Emphasis was placed on understanding the implications of organizational structure—its role, typologies, and theoretical foundations—with particular focus on aligning structural design to organizational objectives. Additionally, the literature examined the concept of organization on the individual level, addressing personal and professional self-organization and its impact on workplace productivity. The review also investigated the connection between organizational structure and performance, providing a framework for defining and evaluating productivity within organizational contexts. It identified various productivity-enhancing strategies and outlined how performance can be effectively assessed. Furthermore, the study narrowed its focus to ADOs, exploring their internal structures, workflows, and the role of architectural management (AM) in coordinating both creative and technical tasks. It was observed that existing research on factors influencing productivity in ADOs remains scarce and lacks empirical depth. Based on this theoretical groundwork, the study proposed the following hypothesis: Organizational Structure with 7 Divisions (with functionel structure subcategories) is a suitable model to improve organizational productivity in ADOs. This model was chosen for its comprehensiveness and product-oriented design, which is thought to correspond well with the project-based nature of ADOs. As design offices typically operate with distinct, time-bound projects that mirror the characteristics of projectbased organizations (PBOs), a structure built around such logic is deemed appropriate and potentially beneficial. To test this hypothesis, a quantitative research methodology was employed. A survey was distributed among professionals working in ADOs to evaluate their organizational awareness, the degree to which functions of the proposed model are currently applied, and the perceived impact of these functions on productivity. The survey data were analyzed using a range of statistical techniques, including reliability analysis, normality testing, correlation analysis, and independent samples t-tests. The findings revealed that more than half of the participants lacked awareness of a clearly defined organizational structure within their offices, suggesting a general absence of organizational clarity. However, it was also observed that many of the functions associated with the proposed structure were already being partially implemented. The data shows a notable mismatch between how some functions are used and how important they are thought to be. Despite being underutilized, "strategic planning for organizational growth" was found to have the greatest influence on productivity, underscoring the necessity for ADO owners and employees to understand the significance of strategic planning. Financial operations like "expense management" and "revenue management" were widely employed and thought to be very productive. On the other hand, "keeping and archiving customer information" came in last in terms of perceived productivity impact yet somewhat high in utilization (i.e., it cannot be argued that it is utilized less), indicating that its high use may be due to factors other than productivity. As a general conclusion, it can be said that the analysis supported the hypothesis, indicating that the suggested model holds significant potential for improving productivity in ADOs.
  • Öge
    Product oriented organization for architectural design offices
    (Graduate School, 2023-02-02) Çetin, Nazmiye ; Günaydın, Hüsnü Murat ; 502191407 ; Project and Construction Management
    The construction sector has an important position all over the world, and many researches have been made on site management, organization at the construction site, management of construction processes, efficiency etc. The most important reason why the implementation process enables these researches is that all data are concrete. On the other hand, it has been seen as a result of personal experiences and literature reviews that there is not enough research on pre-construction projecting, organization of architectural design offices, efficiency, and management of design processes. In architectural design offices, on the other hand, in the design and projecting processes, the design is not concrete, the variability is high, there are many stages shaped according to the demands. All of these hinder the carrying out of the specified researches in architectural design offices. However, in design projects, which are the product of architectural design offices, research should be done and different methods should be applied in order to produce an efficient product, to complete the project in the targeted time and budget, to use the workforce correctly, and to prevent the participants in the office from being adversely affected by inefficient work. By starting the studies on this field, first of all, literature reviews were made. When the literature review was conducted for design offices and their product-oriented works, two concepts were mostly encountered. These concepts are Project-Oriented Organization and Architectural Management. We live in a project society, where projects are everywhere in our professional and personal lives which is this shows how important Project-Oriented Organizations, the first of these concepts. On the other hand, because of the increasing complexity of architectural design and the increasing number of design partners participating in interdisciplinary projects, (architectural) design management has emerged as a discipline and a subject of study. The term Architectural Management (AM) was coined to motivate architects to recognize and handle the financial part of their profession. Two concepts were investigated and missing points were identified. In the concept of Project-Oriented Organizations, project management has been emphasized and organizational management has been put into the background. In the concept of Architectural Management (AM), although project management and office and practice management are considered together, there are very few applications, especially in practice. On the other hand, organizational structures were studied in both concepts. Because of that the existing organizational structure types for all organizations have been reviewed in the literature by further deepening the study. The research continues with Theories of Organizational Structure, Characteristics of Organizational Structure, Organization As A System, Organizational Design Models and Organizational Design Parameters, Elements of Organization, and the most specific point is "What Is An Organization? which are related to organizational structure types, While investigating what organization is, the concept of being organized (organizing) has also emerged. In researches, even if the organizational structure is established correctly, it has been seen that the organizational structure does not work efficiently unless the organization is properly organized. As a result of all researches, the type of organizational structure that is thought to be most suitable for Architectural Design Offices has been selected. Selected structure type: Organizations Structure with 7 Division (with Functional Structure Subcategories). The reason for choosing this organizational structure type is that it is more comprehensive compared to other structure types. In addition, there is a unit corresponding to the units of all other organizational structure types studied in this thesis. As a result of this research and studies, the hypothesis took its final form: The Suitable Organization Structure Type for Product-Oriented Organization in Architectural Design Offices is Organizations Structure with 7 Division (with Functional Structure Subcategories). Each division in this organizational structure, which has 7 ddivisions, performs the necessary functions to produce a product or service specific to that division. Each division has 3 departments. It consists of 21 departments in total. These divisions and departments are adapted to the divisions and departments names corresponding to the architectural design office. These divisions are as follows: Executive, Communication and Human Resources, Marketing, Finance and Accounting, Project Management, Project Control and Public Relations Divisions. Afterwards, a questionnaire containing questions belonging to each department was conducted for the architects working in architectural design offices to evaluate the proposed organizational structure. In these surveys, they were asked about their own assessments of the importance of each division, the extent to which each division was implemented in their own offices, and the barriers to non-implementation. When the answers given were examined and analyzed, it was deduced that each division was important and effective, and that they wanted these divisions in their architectural design offices.