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The Architect's Guide to Small Firm Management
By: Rena M. KleineBook Publisher: John Wiley & Sons
Imprint: Wiley
Format: ePub Encrypted (DRM)
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The definitive guide to management success for sole practitioners and leaders of small design firms
Owning and operating a small architectural design firm can be challenging, with tight project deadlines, on-the-fly meetings, rush proposals, and fluctuating workloads as part of the firm's day-to-day activities. To help small firm owners cope with the chaos and prepare for the unexpected, here is The Architect's Guide to Small Firm Management , a no-nonsense guide to repurposing daily demands into workable, goal-directed solutions.
Crucial topics such as self-aware leadership, people management, technology, financial health, scenario planning, sustainable practice, and future trends are examined using real-life case studies and business model paradigms. This definitive text explores the whole system experience of a small firm practice to deliver organizational strategies proven to keep a firm's creative mission on a steady, productive path.
The Architect's Guide to Small Firm Management addresses how small firm owners can:
Deal effectively with unexpected circumstances and shifting work requirements
Meet the demands of the marketplace while creating a satisfying workplace
Set and achieve goals in an environment of constant change
This book is a must-have for those facing the often harsh reality of managing small design firms in a difficult and changing economy. Entrepreneurial architects and designers will discover how to define their own personal and professional meanings of success, as well as how to refocus their business approach to replace long, unrewarding hours with manageable, satisfying ones.
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| Title of eBook: The Architect's Guide to Small Firm Management | |
| Release Date: 06-17-2010 | |
| Publisher: Wiley |
This eBook download is available in the following formats:
| Parent title | The Architect's Guide to Small Firm... |
|---|---|
| Encrypted (DRM) | Yes |
| SKU | 9780470916841 |
| File size | 6758 |
| Security | n/a |
| Printing | Not allowed |
| Copying | Not allowed |
| Read aloud | No Sys requirements Download reader |
| Devices | Samsung Tablet, Apple Ipad & Iphone, Barnes & Noble Nook, Kobo eReader, Aluratek Libre, Iliad, Nokia, Blackberry, Hanlin |
| Note | Excellent navigation features are available via Adobe such as bookmarks and a quick access table of contents. Text search is easily accessible. An Adobe DRM-protected file is different than a pdf file in that it uses Adobe DRM (Digital Rights Management) technology, which authors and publishers use to protect their content from illegal online distribution and to set certain privileges such as restrictions on copying and printing. |
The Architect's Guide to Small Firm Management
Chapter One
BRINGING ORDER OUT OF CHAOS
Managing a small design firm can be like running a three-ring circus. Anything can happen at any time. The action is unrelenting, demanding, and unpredictable. To keep it all in motion, many small firm owners work evenings and weekends on a regular basis. It is not unusual for these firm principals to spend their days "fire-fighting," or scrambling to take advantage of a sudden opportunity.
Take the case of BB Architects. The principal there usually works 60 to 70 hours a week. Often he is in his office until eight or nine at night, he regularly works on weekends, and when he does go home, he takes work with him. He would like to spend more time with his friends and family, but the demands of his six-person practice seem to make that nearly impossible. For example, last week one of his project architects was out sick, and there was no one else but the principal to do the necessary work. At the same time-in addition to the usual work load-a great job opportunity arose which required that a quick proposal be written. This week, a project in construction is demanding immediate attention, the bookkeeper quit, and a major deadline looms. The principal likes his work and is stimulated by the pressure and variety, but feels vaguely like he's on a treadmill, never advancing, even falling a little more behind each day. Often he's just tired, and wonders how long he can go on this way.
Many principals in firms with fewer than 20 on staff will describe their work life this way. The work can be incessant and often challenging. Yet, most small firm principals are stimulated by the pressure and enjoy
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