THE POSITIONING AND SUCCESS OF JORDANIAN
ARCHITECTURAL AND ENGINEERING FIRMS
by
MAMOUN F. FANEK, B.Sc.Arch.
A THESIS
IN
ARCHITECTURE
Submitted to the Graduate Faculty of Texas Tech University in
Partial Fulfinment of the Requirements for
the Degree of
MASTER OF ARCHITECTURE
Approved
CTÍsrírDerson of the Commit'Eée
Accepte|d
Dean of the Graduate School
August, 1993
ACKNOWLEDGMENTS
I would like to express my gratefulness to many people without whom
this master's thesis would not have been possible. But if I am to list all their
names, I would need at least five pages of acknowledgments.
First, I would like to thank my thesis committee members: Professor
Glenn HiU, Dr. Michael Jones, and Professor David Driskiil for their incredible
efforts during the process of preparation and writing this document. Mr. Hill
spent an enormous amount of time helping in the development of the
questionnaire, for which I am very grateful. Dr. Jones expended an incredible
effort and attention helping me through the writing process. I would like to
thank him for his patience, guidance, and being as a father to me. Mr. Driskill
was very effective in bringing up critical argimients that helped in forming a
perspective of this document.
The partidpation of firms in Amman, Jordan, and Dallas, Texas, was
critical in the data coUection process. The time and effort provided by the
participants is greatiy recognized and appreciated.
I also would like to thank my family—father, Dr. Fahed Fanek; mother,
Maha Fanek; Sisters, Ghada and Nadia; and brothers, Jehad and Najeeb-in
u
Jordan for their patience, encouragement, and support ranging from emotional
to finandal.
I would like to express my spedal gratitude to my dear friends Debby
Severance, Rasheed Al-Hmoud, Tareq Akel, Major Mohammad Al-Omari
(Abu-Hatem), Issa Hwaidi, and Michael Brown for their technical and emotional
support and encouragement throughout the past two years.
I dedicate this thesis to my father, whom I love and admire. As my role
model, it is in his steps that I hope to f ollow in becoming a distinguished figure
in Jordan and the Arab World.
111
TABLE OF CONTENTS
ACKNOWLEDGMENTS ii
LISTOFTABLES vii
LISTOFHGURES ix
CHAPTER
L INTRODUCTION 1
Thesis Statement 6
n. HISTORICAL BACKGROUND OF JORDANLAN ARCHITECTURAL AND ENGINEERING HRMS 7
Introduction 7 The Jordan Engineers Assodation 8 Architects, Engineers, and Firms 8 Discussion 19
m. THE SUPERPOSITIONING MATRIX 21
Introduction 21 Description of Project Organizational Values 26 Description of Firm Organizational Values 28 SuperPositiorúng 31 Discussion 34
IV. THE DEVELOPMENT OF THE QUESTIONNAIRE 35
Introduction 35 The Coxe Group Questiormaire 35 Reasons For Rejecting The Coxe Group Questiormaire 38 Development of The Questiormaire 40
Phasel 41 Phase2 43 Phase 3 (Final) 45
iv
Discussion 50
V. RESEARCHONJORDANIANARCHITECTURAL AND ENGINEERING HRMS 52
Introduction 52 The execution of the Research 54 The Analy sis of Jor danian Firms' Responses to Questiormaire 56
Firm Organizational Values 56 Project Organizational Values 59 Success 60
SuperPositioning and Success 65 Metiiod 65 Analysis 68
Discussion 81
VI. THE EXAMINATION OF THE QUESTIONNAIRE 86
Introduction 86 DalIasFirms 87
Results Obtained From the Pilot Stiady 87 Results Obtained From Responses to the Questiormaire 88
Discussion 101
Vn. THE ANALYSIS OF FACTS BEHIND SUCCESSFUL ARCHITECTURAL AND ENGINEERING FIRMSIN JORDAN 104
Introduction 104 Project Organizational Values 105 Firm Organizational Values 114 Description of the Most Likely Architecturally Successful Firminjordan 132
Project Organizatíonal Values 132 Firm Organizational Values 133
Description of the Most Likely Finandally Successful Firm injordan 135
Project Orgarúzational Values 135 Firm Organizational Values 136
Discussion 140
VIII. SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS 141
Sttmmary 141 Condusions 143 Reconunendations 146
BIBLIOGRAPHY 149
APPENDICES
A. THE COXE GROUP QUESTIONNAIRE 152
B. PHASE (1) OF THE DEVELOPED QUESTIONNAIRE 158
C PHASE (2) OF TîiE DEVELOPED QUESTIONNAIRE 164
D. FINAL FORM OF THE DEVELOPED QUESTIONNAIRE 174
E. ALISTOFTHEFIRMSPARTiaPATINGINTHETHESIS RESEARCH 184
F. JORDANIAN ARCHITECTURAL AND ENGINEERING FIRMS' RESPONSES TO THE QUESTIONNAIRE 187
G. TABLE OF THE PERCENTILES OF THE t DISTRIBUTION TEST 248
VI
LIST OF TABLES
2.1 Spending in MiIIion DoIIars in the Construction Sector in Jor dan 9
2.2 The Allocation of Architects and Engineers in Jordan According toSector 10
2.3 The Architectural and/or Engineering Firms in Jordan According
to Their Classifications 12
2.4 The Responsibilities of Architects and Engineers in Jordan 13
2.5 Number of Architects and Engineers by Disdplines 13
2.6 Architects and Engineers According to Urúversities Graduated From 16
2.7 Growth of Architectural and Engineering Offices and Their Disdplines during 1987-1991 18
3.1 Attributes of Different Projed Orgai zational Values 29
3.2 Attributes of Different Firm Organizational Values 32
5.1 Offices Inside and Outside Amman, Jordan 55
5.2 Firms' Responses to the Questionnaire 62
5.3 Jordanian Firms' Levels and Areas of Focus 63
5.4 Jordanian Firms' Firm Organizational Values and Success (Focus Through Difference Between Practice and Business) 69
5.5 Jordarúan Firms' Firm Organizational Values and Success (Rank of Focus) 72
5.6 Jordanian Firms' Project Organizational Values and Success (Focus Through Difference Between Highest and Second Highest Vaiues) 74
vii
5.7 Jordanian Firms' Project Organizational Values and Success (Rank ofFocus) 76
5.8 Firms' Rank of SuperPositioning and Success 7S
5.9 Firms' Added Rarik of Focus on Firm and Project Organizational Values' Axes of The SuperPositioning Matrix 80
5.10 Results From the Statistical Analysis on Jordanian Firms Responding to Questionnaire 82
6.1 The Results Obtained From Questiormaire on Dallas Firms 102
7.1 Project Organizatíonal Values' Effect on the Achievement of Architectural and Finandal Success 138
7.2 Firm Organizatíonal Values' Effect on the Achievement of Architectural and Finandal Success 139
G.l Percentíles of tiie í Dista:ibutíon Test 249
V l l l
LIST OF HGURES
2.1 Registratíon at JEA Engineering Fields (1987-1992) 14
2.2 Number of Architects and Engineers Registering in JEA (1958-1992)... 15
2.3 Number of Architects Registering in JEA (1958-1992) 15
2.4 Prof essional Degrees Carried by Jordanian Architects and
Engineers 17
3.1 The SuperPositíorúng Matrix 25
3.2 Firm Organizatíonal Values Contínuum 30
4.1 The SuperPositíoning Matrix Showing Answer Choices' Positíons 39
5.1 The Scale Determining Levels of Focus on Firm Organizatíonal Values Axis 58
7.1 The ProbabiHty of Success for Each Answer Choice in Questíon l~Project Organizatíonal Values 105
7.2 The Probability of Success for Each Answer Choice in Questíon 2—Projed Organizatíonal Values 106
7.3 The Probability of Success for Each Answer Choice in Questíon 3~Project Organizatíonal Values 107
7.4 The Probability of Success for Each Answer Choice in Questíon 4—Project Organizatíonal Values 108
7.5 The Probability of Success for Each Answer Choice in Questíon 5~Project Organizatíonal Values 109
7.6 The Probability of Success for Each Answer Choice in Questíon 6~Project Organizatíonal Values 110
7.7 The Probability of Success for Each Answer Choice in Questíon 7~Project Organizatíonal Values 111
IX
7.8 The Probability of Success for Each Answer Choice in Questíon 8—Project Organizatíonal Values 112
7.9 The Probability of Success for Each Answer Choice in Questíon 9—Project Organizatíonal Values 113
7.10 The Probability of Success for Each Answer Choice in Questíon 10~Firm Organizatíonal Values 114
7.11 The Probability of Success for Each Answer Choice in Questíon 11—Firm Organizatíonal Values 115
7.12 The Probability of Success for Each Answer Choice in Questíon 12~Firm Organizatíonal Values 116
7.13 The Probability of Success for Each Answer Choice in Questíon 13~Firm Organizatíonal Values 117
7.14 The Probability of Success for Each Answer Choice in Questíon 14—FLrm Organizatíonal Values 118
7.15 The Probability of Success for Each Answer Choice in Questíon 15—Firm Organizatíonal Values 119
7.16 The Probability of Success for Each Answer Choice in Questíon 16—Firm Organizatíonal Values 120
7.17 The Probability of Success for Each Answer Choice in Questíon 17~Firm Organizatíonal Values 121
7.18 The Probability of Success for Each Answer Choice in Questíon 18—Firm Organizatíonal Values 122
7.19 The Probability of Success for Each Answer Choice in Questíon 19~Firm Organizatíonal Values 123
7.20 The Probability of Success for Each Answer Choice in Questíon 20~Firm Organizatíonal Values 124
7.21 The Probability of Success for Each Answer Choice in Questíon 21-Firm Orgar zatíonal Values 125
7.22 The Probability of Success for Each Answer Choice in Questíon 22—Firm Orgarúzatíonal Values 126
X
7.23 The Probability of Success for Each Answer Choice in Questíon 23-Firm Organizatíonal Values 127
7.24 The Probability of Success for Each Answer Choice in Questíon 24—Firm Organizatíonal Values 128
7.25 The Probability of Success for Each Answer Choice in Questíon 25—Firm Organizatíonal Values 129
7.26 The Probability of Success for Each Answer Choice in Questíon 26~Firm Organizatíonal Values 130
7.27 The Probability of Success for Each Answer Choice in Questíon 27~Firm Organizatíonal Values 131
XI
CHAPTERI
INTRODUCTION
The practíce of architecture and engineering in Jordan is experiendng a
rapid unprecedented development. This field among others in Jordan has
witnessed a tremendous growth in the last four decades. The practíce of
architecture and engineering in Jordan was born around 1935 when there were
only two engineers. In 1992 there was a total of about 28 thousand engineers^
registered in the Jordan Engineers Assodatíon (JEA).
According to intematíonal standards and practíces, office management in
Jordanian architectural and engineering firms is stíll in its formatíve stages.
Managers are increasingly aware of the critícal need for further development in
this field.^ This awareness has not been tíanslated into real actíon. Architectural
and engineering firm owners and partners are aware of this problem but they
' The titíe "Engineer" in Jordan refers to all engineering fields which indudes architecture. Architects are referred to as "architectural engineers."
^ According to the TEA Regulatioi^s Handbook No. 15 (1982), the JEA is an orgarúzation formally established in 1958 with the following purposes: (1) The regulation of the practice and the elevation of its application for the good of the Hashemite Kingdom of Jordan; (2) The protection of its members' state of affairs, dignity, and the conventions and honors of the practice; (3) The encouragement of sdentific engineering research; and (4) The partidpation in planning and developing educational and practical programs in the engineering field. (pp. 5-6)
^Six architectural and engineering firms, interview by author, Written notation, Anmian, Jordan, May-July 1992.
2
find themselves handicapped in dealing with it. No previous studies have been
conducted on this subject in Jordan. Even in the United States, the concept of
developing prindples for evaluating and executing the business of architecture
has been only recentiy developed.
The subject of managing architectural and engineering firms has been
given prominence in the United States by such people as Weld Coxe, David
Maister, Fred Stít, Robert Gutman, Steward Rose, Derek Sharp, Cynthia A.
Woodward, Judith R. Blau, and others. According to Weld Coxe, "[i]ncreasingly
... the marketplace is pressuring firms, hence individuals, to spedalize and to
concentrate their practices aroimd particular types of projects, particular types of
clients, particular disdplines, and so on."* Louis De MoII, FAIA, stresses the
overall concept and necessity of the management of architectural firms:
The survival and the advancement of architecture as an art and a sdence are dependent in large part on the ability of architects to conduct their practices as soimdly run businesses.... Because of the overall management of an architectural practice entails the coordination of increasingly complex factors, it is critical that architects understand and use the tools and techniques made possible by advancements in management prindples and various areas of technology.^
The business side of architecture was acknowledged by several American
Institute of Architeds (AIA) members. "Architecture as a profession is
fasdnating and fulfilling; as a business, it is demanding and difficult."^
* Weld Coxe et al., Success Strategies For Design Professionals (St. Louis: McGraw-HiII Book Company, 1987), 3.
^Louis De MoII, FAIA, Current Techniques in Architectural Practice. Robert Allan Class and Robert E. Koehler,eds. (Washington, D.C.: The American Institute of Architects, 1976), VII.
3
Architects have started to recognize the roles of managers in the achievement of
success. "The manager's most important responsibility is to establish realistic
objectives for the firm. Plans must be carefully laid to achieve the objectives."'' It
is widely inferred, especially by engineers, that architects lack management
experience and are not interested in it. "... [T]he lack of objective business
plaiming is the architect's major problem."*
In Jordan, architects and engineers view management in a different
perspective. There are some that are only concerned with financial gain, and
others with the practice itself. As a resporise to the inquiry about the firm's focus
on management, one of Jordan's well-known architects said:
Clients come to our firm because of our provision of a combination of the Jordanian tiaditional styles and modern architectural styles. They come to us because we provide them with what they are looking for; quality architecture. We have a spedalized crew in the management of the firm and projects. We give management a spedal emphasis, because we wiU not be able to stay in business without having an effective one. At the same time we give the practice of architecture almost the same importance.'
Another prominent architect in Amman, Jordan, had a different view. He
does not think about the management of the firm. "The practíce [of architecture]
and the possibility of staying in this practíce without big losses are all that
matí:er to us." °
^Morris Lapidus, FAIA, eds., Current Techniques in Architectural Practice (Washington, D.C.: The American Institute of Architects, 1976) 1.
^HaroId L. Adams, AIA, eds., Current Techniques in .Architectural Practíce (Washington, D.C.: The American Institute of Architects, 1976), 29.
'lbid. 'Partner-in-charge of firm "I", interview by author, Written notation,
Amman, Jordan, 4 January 1993.
During the last two decades, Jordan experienced an unprecedented
construction boom, mostiy in the housing sector. This boom encouraged the
establishment of many architectural and engineering firms by architects and
engineers leaving their original firms, the majority of them recognizing the
opporhmity because of the increasing demand for architectural services. Their
short- and long-term career goals—progress and development—were never
managed and planned properly. Mismanagement resulted in finandal setbacks
and caused heavy losses within the original and new firms.^^ Because of this,
some bankers currentiy perceive architects and engineers as "finandally
unreliable and imcredit-worthy."'^
Effective management may result in greater levels of performance and,
eventually, success. Weld Coxe ^ and David Maister^* have developed a
^"Owner of Firm "O", interview by author, Written notation, Amman, Jordan, 6 January 1993.
"Six architectural and engineering firms, interviews by author, Written notation, Amman, Jordan, May-July 1992; and twenty architectiiral and engineering firms, interviews by author, Written notation, Amman, Jordan, December 1992 / January 1993.
' Dr. Fahed Fanek—Jordanian economist, interview by author, Written notation, Amman, Jordan, 2-3 January 1993; and Mufleh Akel—Jordanian banker, interview by author, Written notation, Amman, Jordan, 17 June 1992.
^^According to Success Stiategies For Design Professiorials (1987), Weld Coxe is the foimding prindpal of The Coxe Group, Inc, the largest consulting organization in the United Stated spedalizing exdusively in tiie management of architectural, engineering, interior design, landscape architecture, plarming, and other professional design firms. He studied at Harvard CoIIege and became active in the design community in 1960. He is a certified member of the Institute of Management Consultants and a character member of the Professional Services Management Assodation and the Sodety for Marketing Professional Services.
5
model-SuperPositioning Matrix-that relates the probability of tiie success of
professional design firms to their "SuperPositioning."^^ SuperPositioning is the
organizing and managing of the professional services firms so they provide
excellent service to their clients, do outstanding work, and produce proportional
results in satisfaction and material rewards for their professionals.^^ Coxe's
research determined that the more SuperPositioned the firm, the more likely to
be successful. This positioning requires firms to coordinate all elements of
management (staffing, finance, marketing, etc.) towards a general direction and
asetof values.'''
This thesis research investigated the current levels of SuperPositioning of
Jordanian architectural and engineering firms according to the SuperPositioning
Matrix prindples. By examining the correlation between those firms'
SuperPositioning and their levels of success, according to their own rating of
their success, this research was to determine whether this model was applicable
to Jordanian firms. This examination was conducted through a questiormaire
representing the SuperPositioning Matíix prindples developed by the
researcher.
Mr. Coxe was elected an Honorary Member of the American Institute of Architects in 1976. (p. 139)
^ According to Success Strategies For Design Professionals (1987), David Maister is the founding principal of Maister Associates, Inc. He made an effective contiibution in the development of the SuperPositioning Matrix. (p. 140).
i^Ibid.,viL i*Ibid.,iL ^^lbid., vii.
6
The thesis research extended the investigation by examining separately
the correlation between each axis of the SuperPositioning Matrix with the firms'
levels of success to uncover what Jordanian architectural and engineering firms
focus on to be successful, or at least to stay in business. Finally, to reveal the
facts behind successful firms in Jordan, an independent analysis of the questions
of the questiormaire was carried out to determine the correlation between every
answer choice and firms' success.
Thesis Statement
Because of the SuperPositioning model's demand for consistency in the
methods of handling both the organization of firms and their projects. it appears
that the SuperPositioning Matrix prindples can be applied to Jordanian
architectural and engineering firms in order to ímprove those firms' financial
and architectural performance.
CHAPTERII
HISTORICAL BACKGROUND OF JORDANIAN
ARCHTTECTURAL AND ENGINEERING FIRMS
Introduction
Before 1935, there were no more than two engineers in Jordan, one of
which was borrowed from the Palestinian Government. The number of
engineers grew to four between 1935 and 1938. As recentiy as May 1948 (the
date for the establishment of Israel), the number of engineers did not exceed ten.
But after then, that number rose because of the Israeli's expulsion of Palestinians
from their lands. Most of them irrunigrated to Jordan.^
The titie "Engineer" was not common or appredated by the public
because there were none at the time. This titie was given to those we now
identify as "Draftspersons," "Surveyors," and "Cor\struction Supervisors."
Anyone who carried a measurement device could be known as an engineer.
There was not a single engineer who worked in the private sector at that time.
When engineers were needed for any private job, they were required to have
written permission from the Prime Ministíy (the highest power of the Jordanian
Government).^
^ Tawfeeq Marar, "A Historic Glance on the Development of Engineering in Jordan," The Tordanian Engineer's Magazine. 26 (February 1982): 9.
'Ibid.,10.
8
The Tordan Engineers Assodation
The Jordan Engineers Assodation (JEA) was founded in 1948, just after
the expulsion of Palestinians. The JEA was recognized by the govemment in
1958 as a formal assodation representing the engineering and architectural
profession with 127 registered architects and engineers. During the last three
decades, it witnessed a great increase in the number of its members and an
improvement in the nature of its activities, responsibilities, services to the
profession, and laws.^ The assodation forces restrictions on architectural and
engineering firms which include setting minimum fees and forms of charging
and reporting fees to JEA. The JEA recently became a very powerful assodation.
In order to be able to practice the profession, architects and engineers have to be
registered as members of the assodation.
Architects. Engineers. and Firms
The Arab World spends more than one billion dollars aimually in the
construction sector.^ It should be noted that the volume of spending in that
sedor in Jordan, on buildings and roads, jumped from $250 million in 1986 to
$580 million in 1990, as Table 2.1 illustrates.
^lbid. ^ Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering
Consulting Offices," The Jordanian Engineer's Magazine. 49th Edition (October 1992): 18.
Table 2.1 Spending in MiIIion DoIIars in the Constiuction
Sector in Jordan Sector
Building
Roads
Total
Year
1986
150
100
250
1987
140
140
280
1988
200
160
360
1989
300
216
516
1990
330
250
580
Source: Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering Consulting Offices," The Tordanian Engineer's Magazine : 18.
In 1991, the JEA provided permissions for four million square meters of
building constiuction, and the same amoimt was licensed in the following year.
Jordan allocates 70-80% of its total investment volume in the constíuction sector.^
The number of registered architects and engineers in JEA as of January
1993 reached about 28 thousand, of which 2,589 are architects. About 18
thousand architeds and engineers work in Jordan. The remainder work in
surroimding coimtries, aroimd 900 of which are architects.^ The percentages of
architects and engineers working in different sectors in Jordan are illustrated in
Table 2.2.
The ntunber of engineering and/or architectural consulting firms that do
work on studies, design, and administíation reached 702 in 1992. There are four
office dassifications according to the JEA:
1. Engineer's Offíce: An engineer's qffice is foimded by one person with a
minimimi of three years of practical experience. It spedalize in one of the
'lbid. 'lbid.
10 Table 2.2
The Allocation of Architects and Engineers in Jordan According to Sector
Sector
Administration and Public Sector Industry Sector
Contracting
Consultíng Offices^
Percent 50
16
12
22
Sotirce: Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering Consultíng Offices," The Tordanian Engineer's Magazine : 18.
^Design professional firms.
following; architecture, structural engineering, dvil engineering, HVAC,
electiical engineering, electroiúcs, or surveying. It also should indude at least
one draftsperson. Class A: The fotmder has to have a minimum of eleven years
of practícal experience, at least four of which in the design field. Class B: The
founder has to have a minimum of seven years of practícal experience, at least
two of which in the design field. Class C: The founder has to have a núnimum
of three years of practícal experience.^
2. Engineering Office: An engineering office is foimded by at least two
persons, one of whom has to have a minimum of seven years of practícal
experience, two of which in the design field. It can be specialized in any related
engineering fields. It should indude at least two draftspersons. First Class: It
should include at least four engineers (at least two for each field). Every field's
head of department should have a minimum of seven years of practícal
' Jordan Engineers Assodatíon Regulatíons Handbook No. 15 (Amman: AI-Dustour Press, 1982), 8-9.
11
experience, two of which in the design field. Second Class: It should include at
least one field's head of department with a minimiun of seven years of practícal
experience. It should also include at least another field with at least one
engineer with a minimvun of three years of practical experience.*
3. Consulting Offíce: A consulting office should at least include two
related fields of engineering. Each field should be headed by an engineer with a
irúnimum of eleven years of practical experience, four of which must be in the
design field. AIso each field should include at least one engineer with a
minimum of three years of practical experience. Every additional field should
indude at least a head of the field, an assistant engineer, and a draftsperson or a
quantity surveyor.'
4. Engineer's Opinion Office: An engineer's opinion offíce is foimded by
an engineer or architect with a minimum of fifteen years of practical experience
after receiving the first professional degree in the field. In case of having a
Master's degree, an engineer is required to have a minimimi of ten years of
practical experience after getting the first professional degree. This office is
allowed contiacts that only express opinion, investigate, revise, administer, and
execute doomients that support the opinion.^"
The disttibution of those firms is as illustíated in Table 2.3.
»Ibid., 10-12. 'lbid., 13-14. '°Ibid.,9-10.
12 Table 2.3
The Architectural and/or Engineering Firms in Jordan According to Their Classifications
Offíce Classîfícation
Engineer's Office (Class A, B, and C)
Engineering Office (First and Second Class)
Consulting Office
Engineer's Opinion Office
Total
Number
365
171
57
8
702
Percent
52
39
8
1
100
Source: Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering Consulting Offices," The Tordanian Engineer's Magazine : 18.
The nimiber of architeds and engineers working in firms reached 4,478 in
1992, all of which are registered in JEA. Table 2.4 illustiates the responsibilities
of architects and engineers in Jordan. According to JEA, there are two
dassifications of site supervision:
1. Resident Supervision: A resident supervisor is an archited or engineer
that works for a consulting or engineering firm with the duty of site partial
supervision for the firm's projects.
2. Permanent Supervision: A permanent superoisor is an architect or
engineer that works for a coristiuction firm with the duty of site Jiill superoision
for the employing firm or other firms.
The number of architects and engineers Ln Jordan is increasing
continuously. Their niunber grew from 17,582 to 28,909 in a period of six years
(1986-92). Table 2.5 and Figure 2.1 illustiate the growth of the number of
engineers and their disdplines between 1986 and 1992.
13
Responsibilities Design
Table 2.4 The Responsibilities of Architects
and Engineers in Jordan
Resident Supervision
Permanent Supervision
Number 2206 872
1400 Source: Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering Consulting Offices," The Tordanian Engineer's Magazine : 18.
Field
CivU
Architecture
Mechanical
Electrical
Mining
Chemical
[ndustrial
Licensed
Total
Table 2.5 Number of Architects and Engineers by Disciplines
Year
To 1986
7,910
1,336
3,101
3,599
438
903
244
51
17,582
1987
808
196
323
494
32
90
13
0
1,956
1988
571
205
322
397
25
83
19
0
1,622
1989
488
174
393
495
31
106
26
0
1,713
1990
607
195
498
573
37
114
15
0
2,039
1991
530
274
468
558
28
106
9
0
1,973
1992
480
209
513
621
38
117
46
0
2,024
Total
11,394
2,589
5,618
6,737
629
1,519
372
51
28,909
Source: Tordan Engineers Assodation Annual Report (Amman: The Jordan Engineers Assodation, 1992), 16.
In order to practice the profession in Jordan and register as a member of
the JEA, an architect or engineer has to have a professional degree fiom a
recognized imiversity by the JEA. The number of architects and engineers
14
900
Civil Mechanical Mining Industríal Architecture Electrical Chemícal
1987 11988 1989 1990 1991 1992
Figure 2.1 Registration at JEA Engineering Fields
(1987-1992)
Source: Adapted from Jordan Engineers Assodation Annual Report. 16.
registering since the formal establishment of JEA (1958) increased steadily until
1985. Between 1985 and 1988, it witnessed a significant drop in the niunber of
architects and engineers registering due to the economic sefback in Jordan.
Recent graduates started looking for other employment opportunities, such as
tíading, which do not require registration in JEA.
In the foUowing four years (1989-1992), when the construction boom
occurred, the nimnber of registering architects and engineers in JEA continued its
normal pattern of increase. Figures 2.2 and 2.3 illustrate the development of this
pattern.
15 2500 1 1 I 1 • 1 1 1 . 1 1
2000 - _ _ _ _ _ _ _ ! ' ' ^ w —
1 fW B
Tof
En
z>
2 J/
58 60 65 70 75 80 85 90 92
Years
Figiure 2.2 Number of Architects and Engineers Registering
inJEA (1958-1992)
Source: Adapted from Tordan Engineers Assodation Armual Report. 19.
300
250 vs
I200 u
v:i5o 0
•iioo •z
50
0
^N k
,
í L
\
58 60 65 70 75 80 85 90 92
Years
Figiue 2.3 Number of Architects Registering
inJEA (1958-1992)
Source: Adapted from Tordan Engineers Assodation Annual Report. 19.
16
Jordanian architects and engineers receive their professional degrees from
all over the world. Most of which receive them from Jordanian, other Arab, and
East Eviropean imiversities. Table 2.6 shows those locations.
Table 2.6 Architects and Engineers According to
Universities Graduated From Location
[ordanian
Otiier Arab
West European
East European
N. and S. America
East Asia
Total
Year
1990
648
223
77
391
118
258
1715
Percent
37.78
13.01
4.49
22.8
6.88
15.04
100
1991
601
397
78
388
176
327
1967
Percent
30.55
20.18
3.97
19.73
8.95
16.62
100
1992
604
444
107
420
200
249
2024
Percent
29.84
21.94
5.29
20.75
9.88
12.3
100
Source: Adapted from Tordan Engineers Assodation Annual Report. 19.
Almost 75% of the architects and engineers in Jordan carry B.Sc. degrees.
Figiure 2.4 illustrates the distribution of architects and engineers in Jordan
according to the professional degrees they carry.
17
(2.1%)M.Sc. orM.A (21.5%) *Diplom
(1.0%) Ph.D.
(75.4%)B.Sc. orB.A^
*This is a specific Arabic definition for a degree between B.Sc. and M.Sc.
Figtue 2.4 Professional Degrees Carried by
Jordanian Architects and Engineers
Source: Adapted from Hatem AI-Bishtawi, "Reality and Challenges," The Tordanian Engineer's Magazine 49 (October 1992): 28.
The number of architectural and/or engineering firms grew rapidly
between 1987-1991. The total number of offices grew from 396 in 1987 to 702 in
1991~a growth of 177%. Table 2.7 illustiates the growth of engineering and/or
architectural offices and their disdplines.
Most of the offices work in architectural, stiuctural, and electrical
engineering. These offices increased in a noticeable way between 1987 and 1991;
architecture offices grew in number from 135 to 213 (158%), structural
engineering expanded from 127 to 232 offices (183%), electrical engineering
firms number jimnped from 53 to 137 (258%), and HVAC offices number rose
firom 10 to 34 office (340%).
18 Table 2.7
Growth of Architectural and Engineering Offices
Office Discipline
Architecture
City Plarming
Structural Engineering
Soil Mechanics
Material Testing
Administrative Engineering Electrical Engineering
VVater and Sewage
Roads
Bridges & High-rise Buildings
HVAC
Total
Year
1987
135
4
127
16
11
1 53
15
15
14
10
396
1988
155
3
127
17
12
1 85
18
19
13
29
507
1989 165
4
171
17
10
2 86
16
18
13
29
531
1990 157
3
166
16
11
3 90
15
15
9
29
514
1991 213
2
232
18
13
4 137
18
20
11
34
702
Percent
of Total 30.34
0.28
33.05
2.56
1.85
0.57 19.52
2.56
2.85
1.57
4.85
100
Percent of
Change 87-91 158
50
183
113
118
400 258
120
133
79
340
177
Source: Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering Consulting Offices," The Tordanian Engineer's Magazine : 18.
On the other hand, other disdplines~dty planning, soil mechanics,
material testing, administrative engineering, water and sewage engineering,
roads, and bridges and high-rise buildings-did not noticeably increase in
number during the same period.
Most of the engineering offices are considered small~an average of four
engineers according to JEA firm size standards-which makes it very hard f or
them to focus on the development and improvement of their physical working
19
environment'' The maintenance and overhead expenses these offices
carry-rent, electricity, water, and other services-are relatively high compared to
tiieir income. When such offices train recent graduates, they are economically
hurtbecause once they are trained and experienced, they resign and open their
own offices. This process weakens the original firm. However, once the new
office gains experience and earns a reputation, the same thing happens to them.
It is this continuous cycle of turnover in small offices which results in dients
losing tiust in these small size firms.^^
Discussion
From all the above data, it is seen that Jordanian architectural and
engineering firms have experienced major shifts during the last decade. The
niunber of offices increased quickly, but many lost client tiust because of the
departure of their senior and/or experienced architects and engineers resulting
from fluctuations in the Jordanian economy.
It appears that architecttual and engineering firms in Jordan stool for
improving their architectural and finandal performance. The SuperPositioning
Matrix was selected as the model to be applied to Jordanian firms because of its
demand for consistency in the methods of handling the organization of the firm
" Dr. Rawhi Al-Shareef, "The Importance of Merging Engineering Consulting Offices," The Tordanian Engineer's Magazine. 49th Edition (October 1992): 19.
i'lbid.
20
and its projects which Jordarúan firms seem to lack. Therefore, the researcher
perceived a need for improving architectural/engineering firms architecttiral
and economic performance in Jordan.
CHAPTERIII
THE SUPERPOSITIONING MATRIX
Introduction
AU professional firms and practitioners stíive to attain success, achieve set
goals, and satisfy established values. Success is a matter of personal perception.
Some professionals measvire success through finandal gain, others through their
own satisfaction with their work, while yet others measure it through the
qualitative, more abstract, rewards they earn. Qualitative rewards can be client
satisfaction or peers' expressed admiration of one's architecture.^
"Success is the long-term result of professional practice—or the
performance of a firm over time."^ Most professionals, architects in particular,
perceive success primarily as a qualitative entity. Most of them do not strive
primarily for quantitative indicators of success.
In the practice of architecture, there is no single definition of success, and
no dear cut and guaranteed guidelines for achieving it. The SuperPositioning
Matiix is a model which provides suggestions that darify the issues and
different forms of success for architectural firms. It is a model developed by The
^ James R. Franklin, FAIA, "Keys to Design Excellence," in: In Search of Design Excellence. ed. Thomas Vonier, AIA (Washington, D.C.: The American Institute of Architects Press, 1989), 6.
^lbid.
21
22
Coxe Group witii tíie purpose of defining design professional firms' positions
from a managerial and organizational point of view, recognizing the provision
of excellent services to their dients, the execution of outstanding work
recognized by peers, and the production of proportional results in satisfaction
and/or material rewards for their professionals.^
A fírm's ability to achieve success and attain its goals is not only a
function of the practice or business talents of its foimders and employees, it is
the way those talents are organized, developed, marketed, and rewarded that
has a major effect on the probability of the achievement of success and reaching
the desired goals.*
Coxe foimd that there is not one standard formula that can be applied by
all architectural firms for success. There are various frameworks that will most
likely result in their successful practice depending on the values and intentions
of the prindpals of architectural firms.^
The SuperPositíoning Matiix defines such frameworks for architectural
and engineering firms to shape their firms' management stíucture for achieving
success. The Matrix outiines six dominant types of practices and prindples
which most predominantiy produce success."
'Weld Coxe et al., Success Stiategies For Design Professionals (St. Louis: McGraw-HilI Book Company, 1987), vii.
'lbid., 1. 'lbid. ^James R. Franklin, "Keys to Design Excellence," in: In Search of Design
Excellence. 7.
23
The types of projects a firm pursues usually determines the types of
professionals and staff required to pursue those projects. Alternatively, a firm
may have to determine the types of projects it must pursue depending on its
current professional abilities. The firm's method of running the business,
managing and organizing the firm, and implementíng its plarmed growth and
tumover rates will also determine the types of talents and experiences the firm
has to have available for client projects. Good management ensures that the
dedsions made in one certain area should parallel the dedsions made in all
other areas and vice versa/
Every theory tíies to generalize certain commonalitíes imderlying individual differentíatíons. The commonalitíes it abstíacts are the non varying aspects of the phenomena.*
In the SuperPositíoning Mattix, the commonalitíes are two sets of
managerial values; one of which related to the organization of projects, and the
other related to the organization of the firm. These sets of values are located on
two axes of the Mattix:
(1) Project Organizational Values: The Project Organizational Values
form the process and tools for executing projects and delivering the results to the
dients. The Project Orgarúzational Values help emphasize what the firm does
best.^ Their main emphasis is based on what the clients value and how the firm
^Weld Coxe et al., Success Stiategies For Design Professionals. 2-5. ^Ervin Laszlo, The Systems Víew of The World (New York: George
BraziIIer, Inc, 1972), 20. ' Weld Coxe et al., Success Strategies For Design Professionals. 8.
24
responds to those values.'° The Project Organizational Values are categorized as
follows: Strong Idea, Strong Service, and Stíong Delivery.
They were originally referred to as "Design Technologies" by The Coxe
Group. The researcher determined that its prindples include a set of activities
that caimot be covered by the term "Design." A more appropriate description of
those activities is the term "Project." The term "Technologies" caused confusion
to many professionals; some interpreted it as the process of design, others
interpreted it as the technologies used in the process, such as computers,
drafting tables, etc. "Project Organizational Values" was foimd to be a better
definition to those prindples, and will be used throughout this document.
(2) Firm Organizational Values: Firm Organizational Values form the
philosophy of the firm's professional leaders concerrúng the organization and
operation of firm. They also can be describe the stiucture of the organization
and how it is managed. Firm Organizational Values help in determining how
the firm's professionals will govern themselves and the types of rewards they
strive to receive." It is basically a continuum of values the architects believe in
concerning the ptupose of their practice.'^ The Firm Organizational Values are
categorized as follows: Practice-centered Business and Business-centered
Practice.
'° James R. Franklin, "Keys to Design Excellence," in: In Search of Design Excellence, 7.
" Weld Coxe et al., Success Stiategies For Design Professionals. 8. ^ James R. Franklin, "Keys to Design Excellence," in: In Search of Design
Excellence. 7.
25
The Coxe Group originally referred to them as "Orgarúzational Values."
In order to eliminate confusion between these values and Project Organizational
Values, the word "Firm" was added. Since it represents the values dealing with
the firm's organization, it was perceived appropriate to use "Firm Organizational
Values" instead of "Organizational Values."
The vertical axis of the SuperPositioning Matiix represents Project
Organizational Values; and the horizontal axis represents Firm Organizational
Values as shown in Figure 3.1.
Finn Organizational Values
Strong Delivery
Project Strong Organizatîonal Service Values
Strong Idea
Practice-centered Business
A
C
E
Business-centered Practice
B
D
F
Where: A: Stiong Delivery, Practice-centered Business. B: Strong Delivery, Business-centered Practice. C: Strong Service, Practice-centered Business. D: Strong Service, Business-centered Practice. E: Strong Idea, Practice-centered Business. F: Strong Idea, Business-centered Practice.
Figure3.1 The SuperPositioning Matrix
Source: Adapted from Weld Coxe et al., Success Strategies For Design Professionals. 36.
26
Description of Project Organizatíonal Vahies
The Coxe Group has divided Project Organizational Values into tbiee
distinct categories which represent a imified set of values assodated with how a
firm organizes to market, seled, design, staff, and reward itself for a project.
They are defined as follows:
(1) Strong Delivery Firm:
Strong Delivery [Project Organizational Values] provide highly effident service on similar assignments, often to dients who seek more [from the architectural] product than [the architectural] service. The [Project Organizational Values] of a strong delivery firm will be designed to repeat~in process and in product—the best of prior solutíons over and over again with highly reliable professional quality, cost, schedule, compliance, and technical excellence.'^
(2) Strong Service Firm:
Stiong Service [Project Organizational Values] provide experienced handling of complex assignments [projects] in which the process of getting the [contíact] accomplished requires the ability to deal with conditions that [differ] significantiy from one project to another. The [Project Organizational Values] of a stiong service fírm emphasizes the management process that coordinates comprehensive, multi-disdpline talents and services imtil the problem is solved or the project is built.'^
(3) Strong Idea Firm:
Stíong Idea [Project Organizational Values] provide singular expertise, innovation, or both on projects of a imique [one-of-a-kind] nature. The [Project Organizational Values] of a
" Weld Coxe et al., Success Stíategies For Design Professionals. 11. '"Ibid.
27 Shrong Idea firm often depends most on the working style of its leader..., and [can] be quite flexible according to the nature of the assignment. [The firm's] best dients want... innovative soIution[s] from ... outstanding design talent[s].'^
Successful firms usually provide outstanding Ideas, Service, and Delivery
simultaneously on every project they pursue. But what makes it possible for
firms to best sttucture themselves to deliver their projects is the added focus they
give to one of these three areas.^^
To explain the difference between the three Project Organizational Values,
Weld Coxe uses three hypothetical examples of dients utilizing as a project a
similar three-story office building:
Client (1): Speculative office building serving multiple tenants. The best
choice of firm for a developer with this kind of project is one which is a Stiong
Delivery firm that spedalizes in this project type, and can deliver a reliable
design effidentiy and for very competitive fees. ^
Client (2): A corporation's or goverrmfient agency's regional center
requiring complex tectmical support. The most appropriate choice for this dient
is the Strong Service firm organized to program complicated dient requirements
and contíol all the disdplines through either external consultants or in-house
spedalists necessary to carry out the project.^^
' ' lbid. ^'lbid. ' 'lbid., 12. '«Ibid.
28
Qient (3): A company requiring a headquarters office building whose
image is stíongly recognizable by tiie general pub ic. The best choice for this
dient would be a Strong Idea design firm that is organized to produce imique
solutions to every project. It may be led by a star designer.^'
Table 3.1 exhibits seven major areas in design professional firms driven
by the SuperPositioning Matíix choice of Project Organizational Values in
detail, illustrating the variations in organizational attíibutes between the three
Project Organizational Values.
Description of Firm Organizational Values
The Coxe Group has divided Firm Organizational Values into two distinct
categories which represent a unified set of values assodated with how a firm
organizes its stiucture, organizational decision making process, planning,
marketing stíategy, staffing strategy at the top, profit strategy, and potential
rewards. They are defined as follows:
(1) Practice-centered Business:
Architecture as a way of life. Control tends to be vested in design principals who behave as partners and make dedsions by consensus.^"
The Primary rewards are personal satisfaction in the doing and in seeing the result—a construded project or a pleased client. ... The bottom line is qualitative.^^
^^lbid. " James R Franklin, "Keys to Design Excellence," in In Search of Design
Excellence. 8. ^ Weld Coxe et al., Success Stiategies For Design Professionals. 24.
Table 3.1 Attributes of Different Project Organizational Values
29
Organization Area 1. Project
operating structure
2. Project decision making
3. Project Staffíng
4. Whatthe firm sells
5. Best markets
6. Howthe firm charges
7. Profít strategy
Project Organizational Values Strong Idea Flexible teams organized around each project.
Single authority.
The best and the brightest.
Irmovations—one-of-a -kind.
Anyone with a unique problem.
Liunp sum based on value.
Get highest-value premium.
Strong Service Departments, studios, or teams led by hands-on project leaders.
Principal-in-charge or department head.
Train and retain experience.
"We've been there before."
Institutions, public agencies and major corporations.
Hourly, open end.
Be good enough to get premiiun multiples.
Strong Delivery Departments working like an assembly line or spedalized teams that focus on one project type.
Most dedsions are standardized for each project spedalty.
Paraprofessionals.
Expert product.
Developers (on all but largest, most complex projects), some sections of goverrunent agendes, and corporations.
Lump siun based on bid.
Be most effident.
Source: Weld Coxe et al., Success Stiategies For Design Professionals. 13.
30
(2) Business-centered Practice:
Architecture as a means of livelihood. Contíol tends to be through a corporate hierarchy and dedsions by majority vote [although voting is not very likely to occur].^
The values of a Business-centered design organization tend to be more tangible [than a Practice-centered one]. ... The bottom line is quantitative.^^
The Firm Organizational Values lay on a continumn of values ranging
from Practice-centered Practice to Business-centered Business as shown in Figure
3.2. The most preferable positions for firms on this contínumn are on the
Practíce-centered Business or Business-centered Practíce where the focus is on
one side of the contínuiun without neglectíng the other side.
Practice- Practice- Organization- Business- Business-centered centered centered centered centered Practice Business Organization Practice Business
Figure 3.2 Firm Organizational Values Continuum
Source: Adapted from Weld Coxe et al., Success Stiategies For Design Professionals. 29.
The least pref erable positioris on the continuum are on the two
extremes—Practice-centered Practice or Business-centered Business—and in the
middle—Organization-centered Organization. The two extremes and the middle
^^James R Franklin, "Keys to Design Excellence," in: In Search of Design Excellence. 8.
" Weld Coxe et al., Success Strategies For Design Professionals. 24.
31
point on the continuum usually result in lower levels of success for design
professional fírms.^*
Practice-centered Firm Organizational Values are usually more appealing
to design professionals-espedally architects, interior designers, and landscape
architects-who are driven by ego rewards (i.e., recognition by peers, dients, and
the general public; publication of their projects; professional award wining; etc).
On the other hand, Business-centered Firm Organizational Values are usually
more appealing to design professionals whose work is more down-to-earth—left
brain architects and engineers: job supervisors, specification writers, engineers,
etc—and prefer quantitative rewards more than qualitative rewards.^^
Table 3.2 exhibits nine major areas in professional design firms that are
driven by the SuperPositioning Matrix choice of Firm Organizational Values in
detail, Ulustrating the variations in the atttibutes of different Organizational
Values.
SuperPositioning
SuperPositioning is the ability to simultaneously focus on one area within
each of the Project Organizational Values—Idea, Service, or Delivery—and the
Firm Organizational Values—Practice-centered Business or Business-centered
Practice. The basic prindple of the SuperPositioning Matrix is the assodation of
the relationship between the two axes of the Matiix—Project and Firm
^''lbid.,^^. ^Ibid.,25.
32 Table 3.2
Attributes of Different Firm Organizational Values Organization Area 1. Orgarúzation
stíucture
2. Dedsion-making process
3. How to plan
4. How to market [marketing strategy]
5. Bestdients
6. Staffing strategy at thetop
7. Profit strategy
8. Leadership-management style
9. Potential rewards
Firm Organizational Values Practice-centered Business Proprietorship or partnership with equal ownership among peers. Consensus dedsions.
FoIIow opportunities. Welcome new challenges. Do littie formal planning. Broad, participative marketing; home of the doser-doer.
Clients who want to be personally involved with the professional who is serving them, espedally institutions and entíepreneurs (developers). Recruit career-oriented professionals; promote fromwithin. Low turnover; retain maximum experience. Maximize rates by giving most value. Focus on the professional quality of projects and long-term professional trends. Qualitatíve ("How did tiie project come out?") ["How satísfied we were with the project"]
Busîness-centered Practice Corporate organization Control dosely held [by limited entry]. Hierarchical authority.
Planned goals and objectives.
Marketing centrally directed. Marketing representatives... find [their own] leads. "Closers" hand most work to different "doers." Mega-corporations and government; dients who delegate the work within their organizations.
Hire experienced staff on a project basis. Higher turnover; tenure only for core spedalists.
Seek lump sum fees. Maximize effidency. Focus on administíation of the firm; attention to details; short interval results. Quantitative ("How did we do on tiie project?") ["How well paid we were for the project"]
Source: Weld Coxe et al., Success Stíategies For Design Professionals. 27.
33
Orgarúzational Values-SuperPositioning.^^ Many design professionals want to
be able to respond to every dient need that covers the full range of the Project
Organizational Values of the SuperPositíoning Matrix. At the same tíme, they
recognize the need to limit the activities to what they do best, and to have a clear
imderstanding of how they do their work—the process—and be consistent at it.
This darifies the distinction between the three Project Organizational Values on
the vertical axis of the SuperPositioning Matíix.^''
The consistency of both Firm Organizational Values and Project
Orgarúzational Values is likely to result in the most successful strategies.^* As
Coxe states, firms that have a dear identification of what they do best—Project
Organizatíonal Values—and have a defined set of goals-Firm Organizatíonal
Values—have always been more likely to be successful from their dients' and
their own point of view.^'
The SuperPositioning Matiix is based upon the idea that there is a range
of positions in which the design professional firms can choose to locate—A, B, C,
D, E, or F. For each position there is a best set of organization and management
strategies which aim at maximizing a firm's chances of success (see Figure 3.1). "
In order to be successful, firms are advised to seek clients and projeds
which best matches their organization and management stíategies to a spedfic
2^Ibid.,33. ^^lbid., 34-35. 2«Ibid.,35. 2'Ibid.,36. '"Ibid., 37.
34
position. The purpose is to encoiurage firms to concentrate on their imiqueness,
and to determine the most appropriate strategies that may be conducive to that
position. The Matrix does not imply that there are master strategies for firms to
follow in order to guarantee success, but does give guidelines for strategies that
are likely to lead to success based on historical surveys. ^
In this document, if a firm is consistent in either its Projed Organizational
Values or Firm Organizational Values, it wiU be referred to as heing focused on
that axis. On the other hand, the consistency of both Project Organizational
Values and Firm Orgarúzational Values simultaneously will be referred to as the
SuperPositUming on the Mattix.
Discussion
While the SuperPositioning Matiix does not guarantee any form of
success to design professional firms, it does increase the likelihood of achieving
success. This model was seleded to be applied to Jordanian architectural and
engineering firms because of its emphasis on the consistency of both Project and
Firm Organizational Values which Jordanian firm seem to lack.
3^Ibid.,37-38.
CHAPTERIV
THE DEVELOPMENT OF THE QUESTIONNAIRE
Introduction
For the purpose of this thesis research, a questionnaire was required to
collect the needed information about Jordanian architectural and engineering
firms. The purpose of collecting information was to determine those firms'
levels of focus on the two axes of the SuperPositioning Matrix, their
SuperPositioning, and perceived success. The questionnaire developed by The
Coxe Group was initially considered for use as the tool for collecting this
information.
The Coxe Group Ouestionnaire
The Coxe Group developed a questionnaire to help determine design
professional firms' levels of SuperPositioning according to the SuperPositíoning
Matiix and levels of respondents' satisfactíon with their firms' performance.
This questiormaire measures consistency, concentíation, contiguity,
multipositions, and present and futtue positions.^
[l.]Consistenci/ of the responses, measured by the number of cells used can indicate how well focused the firm is in its position. The ideal would be for all responses to fall into one cell of the matrix.
' Weld Coxe et al., Success Stiategies For Design Professionals (St. Louis: McGraw-HiII Book Company, 1987), 66.
35
36 None of resporises of the samples used by the Coxe Group respondents used just one cell. Two or ti ree cells are more commonly expected.^
[l.]Concentration of responses can indicate the relative strength of the position. A firm using three cells and responding in a 2:1:6 ratio is more focused and sure of itself than a firm also using three cells but responding 3:3:3.
[3.]Contiguity is another indicator of strength. It is more reasonable for a fírm to find its responses in adjacent cells (e.g., A-C) than in cells not directiy coimeded (e.g., D-E). AIso, it is more reasonable (and probably more successful) to expect adjacencies in the vertical and horizontal directions (e.g., A-B, C-E) to be more compatible than adjacendes on diagonal (e.g., A-D, E-B). Horizontal adjacendes indicate a similar technology but a different emphasis on values. Vertical adjacendes indicate similar values but a shifting of technologies.*
[4:.]Multipositions may be possible. Multiple disdplines or profít centers may create more scattered results for a form. A firm may fínd that these different activities have different technologies and can be effectively analyzed separately. However, the values of the total fírm should be consistent in support of those technologies.^
[5.]Present and future positions can be developed. Responses to the questionnaire provide a beginning for analysis. By using the descriptions of the best stiategies for SuperPositioning, one can estimate the location of the firm (or profit center, etc) on the model. That position can be described both for where the firm presentiy sees itself and where it feels it wants to be in the future.^
Based on this questionnaire, and the results obtained from conducting it
on over 100 American architectural and engineering firms in 1986, The Coxe
Group developed the SuperPositioning Matrix.^
'lbid. 'lbid. 'lbid. ^lbid. 'lbid.
37
According to SuperPositioning Matíix, a fírm maximizes its success
tiirough focusing its efforts on one cell of the SuperPositioning Matiix (i.e., it
focuses on a set of Project Organizational Values and Firm Organizational
Values combined).* The definition of success differs from one firm to another.
Some firms may define success as the amoimt of finandal gain, while others may
define it as their reputation in architectural performance regardless of their
firiandal gain.
The Coxe Group's questionnaire consists of ten questions (see Appendix
A). AII but one contain six answer options. Each answer choice is an indication
of the prindples of a certain cell of the Matiix.
The last question is self-rating of respondents' satisfaction of their firms'
performance and success. The definitions of "performance" and "success" were
left to the respondent's own perception of these terms.' According to The Coxe
Group, firms that have relatively high levels of consistency in their position on
the Matrix are more likely to rate themselves with greater levels of satisfaction
than firms that have low levels of consistency.'"
'lbid.,6L «Ibid.,37. 'lbid.,6L '°Ibid.
38
Reasons For Rejecting The Coxe Group Ouestionnaire
For the piupose of this thesis research, the researcher has rejected The
Coxe Group questionnaire, and developed an alternative questionnaire based on
the old one, for the following reasons:
1. Language and terminology differences: This thesis research was
conducted on Jordanian architectural firms. Thus the questionnaire could not
indude terminology incompatible with Arabic Some management terminology
in English do not give the same desired meaning when translated to Arabic The
researcher used basic English terminology to satisfy his purpose.
2. Misrepresentation of the Matrix: According to the Coxe Group, if a
firm answers a question with the (a) choice, it receives one point in the (A) cell
on the Matrix." (A) is an indication of a Practice-centered Business Firm
Organizational Values and a Delivery Project Organizational Values, as
iUustíated in Figure 4.1. Most of the answers, however, do not fall into a single
category as they contain information about either the firm's Project
Organizational Values or Firm Organizational Values. The following is an
example of this case:
"1. Is the firm's ownership:
a. Closely held by members of the firm acting as a partnership?"^^
AII the information induded in answer choice (a) only deals with the
Firm Organizational Values. It does not include any information about Project
'^lbid., 62-63. ^^lbid., 63.
39
Organizational Values. But according to the self-test metiiod, by choosing this
answer choice, the respondent adds one point in tiie (A) cell of the Matiix." This
leads to the condusion that one answer cannot give the indication on both axes
of the Matrix together; it can only indicate one axis-either the Project
Organizational Values or Firm Organizational Values axis.
Firm Organizatîonal Values
Strong Project Delivery Organizational Strong Values Service
Strong Idea
Practíce-centered Business
A
C
E
Business-centered Practice
B
D
F
Figure 4.1 The SuperPositioning Matíix Showing
Answer Choices' Positions
Soiuce: Weld Coxe et al., Success Strategies For Design Professionals. 36.
3. Multiple issues in each answer choice: Too wide a range of
information is contained in each answer choice of The Coxe Group
questionnaire. Most choices contain more than one set of informatíon from
which the respondent can choose. This may confuse the respondent.
4. Lengthy sentences: Some of the multiple choice answers are too long.
The respondent may lose tiack of the question contents and mark an
13 Ibid., 65.
40
inappropriate answer. The average number of words used in each choice of the
first nine questions is 9.74. Questions (3) and (4) have an average of 18 words in
every answer choice.
A group of architecture students at Texas Tech University used The Coxe
Group's questionnaire with architectural firms in Lubbock, Texas, in October
1988. It did not produce acciurate results in relation to the SuperPositioning
Matrix. The respondents expressed confusion while responding to the
questionnaire. There were some questions they were unable to answer
accurately because more than one answer choice could be applied to their firms.
Development of The Ouestíonnaire
For the reasons above, the researcher developed a new questionnaire.
The modified questioimaire went through three phases of continuous analysis
and critidsm by a committee of three professors from the CoUege of Architecture
at Texas Tech University-GIeim HiII, Dr. Michael Jones, and David DriskiII. It
went through those phases to ensure its representation of the SuperPositioning
Matiix and applicability to the Jordanian population whose first language is
Arabic Those phases induded the following.
41
Phase 1
As a response to the last three reasons identified above, this questionnaire
was developed based on Tables 3.1 and 3.2 (pages 29 and 32) illustiating the
characteristics of the different Project Organizational Values and Firm
Organizational Values.
As a first step to meet reason for rejecting The Coxe Group's
questiormaire, the modified questionnaire was divided into two separate
sections, each containing information from one axis of the SuperPositiorúng
Mafrix. This step helped in eliminating confusion caused from mixing the two
axes' prindples together.
The first part of the questionnaire contained questions about the firm's
stíucture (e.g., the firm's estabUshment date, number of partners, number of
architeds and engineers, monthly payroll, volume of jobs, etc). This
information leads to an understanding of the firm's size and nature.
In the Project Organizational Values' section of the questionnaire, each of
the seven categories from table (3.1) was used as a question having three options
to choose from-Idea, Service, and Delivery Project Organizational Values.
When a respondent chooses (A) for a certain question, it gives an indication that
the firm adopts the Idea Project Organizational Values for tiiat spedfic category.
This is applied to the other two options for the seven questions of this part of the
questionnaire.
42
The foUowing question is an example from the Project Orgarûzational
Values' section of this phase:
1. Project operating structure:
(A) Hexible teams organized around each project. (Idea)
(B) Departments, studios, or teams led by hands-on project leaders. {Service)
(C) Departments working like an assembly line or spedalized teams that focus on one project type. (Delivery)
Each of the nine Firm Organizational Values' categories in Table 3.2 was
used as a separate question with the two Firm Organizational Values—Practice-
centered Business and Business-centered Practice Values—as the two options for
the respondent to choose from. If the respondent chooses (A) for a certain
question, it gives an indication that the firm's Firm Organizational Values for
that spedfic category are Practice-centered Business Values. The same is applied
to the other option for the nine questions of this section of the questionnaire.
The following question is an example from the Firm Organizational Values'
section of this phase:
1. Dedsions-making process:
(A) Consensus decisions. {Practice-centered Business)
(B) Hierarchical authority. {Business-centered Practice)
43
The questíoiuiaire in this phase induded all the information required for
the analysis, but it had one problem; it was difficult for members of a population
whose first language is Arabic to tmderstand and choose the proper responses to
describe their firms. It also induded some questions with long choices, which
was one of the reasons the Coxe Group's questiormaire was rejected (see
Appendix B).
Phase 2
This phase of the questionnaire took the respondent's level of knowledge
in the English language into consideration by using basic English terminology.
This made it easier for the respondents to imderstand the intended meaning of
all questions.
The Coxe Group's questionnaire was the basis of this phase. By breaking
the information down from Coxe's questionnaire into smaller and less
complicated information, the researcher was able to develop an easier tool for
the respondents to imderstand and respond to. The following is an example of
breaking down the questions from Coxe's original questionnaire:
Original Question:
1. Is the finn's ownership:
a. Closely held by members of the firm acting as a partnership?
b. Held by one or more outside investors?
c A broad partnership or broadly held corporation?
44
d. Closely confroUed intemally with a corporate attitude?
e. A proprietorship or small partnership with approximately equal ownership?
f. A proprietorship or small partnership with unequal ownership?
Question Breakdoum:
1. How is your fírm organized?
A. Our fírm is organized as a proprietorship.
B. Our firm is organized as a partnership.
C. Our firm is organized as a corporation.
2. Describe the ownership of your fírm.
A. Our firm has equal ownership.
B. Our firm has imequal ownership.
3. How is ownership controlled in your fírm?
A. The fírm is dosely held (limited investors).
B. The firm is broadly held (unlimited investors).
4. How is your fírm controlled?
A. Internally confrolled firm.
B. Externally contiolled firm.
C. Both intemally and externally confrolled firm.
Although the questionnaire at this phase had some problems, such as the
length of the answer choices, it was a sfrong base for the final phase( see
45
Appendix C). The following question is another example from this phase of the
questiormaire:
1. How is your fírm organized in respect to design contract?
A. Projects are delivered through flexible teams established and organized aroimd each job. {Idea)
B. Projeds are delivered through project teams or studios, led by hands-on (involved personally in the process) project leaders (principals-in-charge). {Service)
C. Projects are delivered through departments working like an assembly line or spedalized teams that focus on one project type. {delivery)
Phase 3 (Final)
The questionnaire developed in this phase was the fínal form which was
conducted on Jordanian architectural fírms. It addressed all the points identified
as reasons why the researcher rejected The Coxe Group's questioimaire. In this
questionnaire, the atfributes of the two axes of the SuperPositioning Mafrix,
Projed Organizational Values and Firm Organizational Values, were separated.
The questionnaire consists of two separate groups of questions, each of which
deals with the characteristics of the respective axes.
The final form of the questionnaire is divided into five sections:
(1) General Information, (2) Project Organizational Values, (3) Firm
Organizational Values, (4) Success, and (5) Satisfaction (for employees only).
46
1. General Information: This section of the questionnaire consisted of
questions about the firm's sfructure, staff, growth, size, and finandal condition.
It contained predse questions to obtain detailed information from the sample
firms. Respondents did not have to answer the questions dealing with financial
conditions very acciurately. They were given the option to roimd the niunbers so
that they would not reveal corifidential information.
To ensure the confidentiality of the information, each firm was assigned
an identification letter that oiúy the firm and the researcher could identify. In
fhe infroduction letter to the firms, it is guaranteed that all the information
obtained from this questionnaire will be confidential, and will be revealed only
in a collective manner to serve the research piurposes (see Appendix D).
2. Project Organizational Values: This section of the questionnaire dealt
with the Project Organizational Values of the sample firms. These questions
determine whether the firm adopts Idea, Service, and/or Delivery Project
Organizatíonal Values in the process of produdng their projects. The (A) option
is always an indication of Idea Values, (B) is always an indication of Service
Values, and (C) is always an indication of Delivery Values. The following is an
example of a question from this section:
47
1. Projects are delivered through:
A) flexible teams established and organized around each job. {Idea)
B) fixed studios. {Service)
C) departments working around spedfic phases of the project. {Delivery)
This section took into consideration all the Project Organizational Values
mentioned in the SuperPositioning Mafrix. It is written using basic English
terminology so that it can be easily imderstood correctiy by respondents. It also
used short sentences so that the respondents would not loose frack of the
information while reading and responding to the questionnaire (see Appendix
D).
3. Firm Organizational Values: This section of the questiormaire dealt
with the Firm Organizational Values of the prindpals, partners, and/or owners
of the firms. It broke down the Firm Organizational Values' categories into
single parts in order to be imderstood and responded to.
In this section, there is no consistent indication of answer choices being
Practice-centered Business or Business-centered Practice. In some cases, choice
(A) may be an indication of Practice-centered Business, and other cases, it may
be an indication of Business-centered Practice. The foUowing questions are the
final form of the breakdown Ulusfrated in phase (2):
48 1. Our fírm is organized as a:
A) proprietorship. {Practice-centered Business)
B) partnership. {Null~if2 is A, then 1 is Practice-centered Business; or ifl ís B, then 1 is Business-centered Practice)
C) corporation. {Business-centered Practice)
2. Our firm has:
A) equal ownership. {Practice-centered Business)
B) imequal ownership. (Business-centered Practice)
3. The fírm ownership is:
A) dosely held through limited investors. {NuU-ifl is Practice-centered Business then 3 is the same; or ifl is Business-centered Practice then 3 is the same)
B) broadly held through unlimited investors. {Business-centered Practice)
C) a sole proprietorship. {Practice-centered Business)
4. The fírm's fínancial control is:
A) internal. {Practice-centered Business)
B) external. {Business-centered Practice)
C) both internal and external. {Business-centered Practice).
Some questions have three choices, where one of them is considered as
the null answer—somewhere in the middle between the two Firm Organizational
Values. Depending on answers of other related questions, nuU answers are
perceived as either side of the Values continumn. For example, if question (1)
49
was answered as (B)~null answer~it depends on the next question's answer for
determining this question's position on the Ffrm Organizational Values' axis of
the SuperPositiorúng Mafrix. If question (2) was answered as (A)-Practice-
centered Business-choice (B) in question (1) is perceived as Practice-centered
Business. If it was answered as (B)-Business-centered Practice-choice (B) in
question (1) is perceived as Business-centered Practice. The same is applied in
five other cases in this sectíon of the questíonnaire (see Appendix D).
4. Success: This sectíon of the questionnaire is self-rating of success on a
scale of 1 to 5 (1 being very low, 2 being low, 3 being average, 4 being high, and
5 being very high) that the respondent rates in his or her own perception of
success. Because of difficulty of identifying success as defined by Coxe—peer
recognition, dient satisfaction, and personal satisfaction—the researcher
redefined success in terms quaUtative—finandal—and quantitative—
architectural—success. There are five categories to be rated: firm's finandal
success, firm's architectural success, respondent's finandal success, respondent's
architectural success, and respondent's personal success.
The ptirpose of this ratíng is to identífy the respondents' own perceptions
of success. It is the kind of success the researcher is searching for. If the
respondent views the firm as being high in success—being finandal and/or
architectural success—this can be an indication that the respondent is content and
satisfied in the firm's overall position and performance (see Appendix D).
50
5. Satisfaction (for employees only): This section of the questionnaire is
directed only toward the employees. Its pvupose is to imcover the employees'
satisfaction in working for the firm. It consists of six questions that indude
freedom, autonomy, responsibility, identification with the firm, authority, and
satisfaction with their present job. It also consists of a scale of rating from 1
(disagree with the statement) to 5 (agree with the statement). This section's
primary piurpose was to test the validity of partners' responses. But, since the
partners' responses represent their own values and the way they want to run
their projects and firms, this part has been dropped from the questiormaire
because of losing its primary goal. On the other hand, this sectíon of the
questíonnaire may open doors for future research on the subject of architectural
office management (see Appendix D).
Discussion
The questionnaire the researcher has developed was based on the original
questionnaire developed by The Coxe Group and information obtained from tiie
SuperPositioning Mafrix prindples. The main difference between the Coxe
Group questionnaire and that of the researcher was that the latter broke down
the questions that deal witii SuperPositioning into the spedfic issues of the two
axes of the Mafrix.
51
This questiormaire was administered to both employees and partners or
owners of Jordanian architectural firms. The initial purpose of getting
employees' respor\ses to the questionnaire was to verify their firm partners' and
owners' responses to the questionnaire and examine the accuracy of their
responses. But since the piupose was refined into identifying the firms partners'
or owners' own values and the way they prefer to rim their firms, the employees'
responses were dropped from the analysis.
CHAPTERV
RESEARCH ON JORD ANIAN ARCHITECTURAL
AND ENGINEERING HRMS
Infroduction
At the begirming of the research on the Jordanian architectural firms,
there were negative expectations about the application of Coxe's model on
Jordanian architectural firms. It was expected that the SuperPositioning Mafrix
could not be applied to Jordanian firms because of cultural and professional
differences between Jordanian and American firms—espedally because the
Mafrix was established for American design professional firms.
There were several reasons for this belief. The following are the main
differences between Jordanian and American architectural and engineering
firms.
1. Fees: The Jordan Engineers Association (JEA) forces resfrictions on
the methods of charging dients and reporting them to JEA. The JEA sets the
minimiun fee of JD 2 per meter squared so that no architectural or engineering
firms can charge dients less than this amount. Firms also report their fees for
projects in JDs per meter squared even though they might be calculated in
52
53
anotiier fashion, such as hoiurly rates, percentage of consfruction cost, or project
complexity and type.
2. Experience: The JEA forces other restrictions on the dassification of
tiie firm-Engineer's Office (Class A, B, and C), Engineering Office (First and
Second Class), Consulting Office, and Engineer's Opmion Office-which indudes
the niunber of architects and engineers working in the firm and the amoimt of
experience reqmred to be dassified the desired dassificatíon.
3. Legal and Cultural: Legal and ctdtiural issues have a major effect on
the differences between Jordanian and American architectural and engineering
firms. Unlike these in the U. S., law suits against professionals are uncommon
and usually not very serious. These are the major reasons why there are no
architectural firms organized as corporations in Jordan. In the United States
corporations are established to protect the owner(s) from legal liabilities caused
by law suits, as well as taxation benefits.
4. aientele: The dientele differs between Jordan and the United States.
A great percentage of the market in Jordan is located in the housing sector. This
implies that the higher percentage of clients are individuals, demanding
one-of-a-kind designs for their own houses, not organizations or agendes. The
market increase in office buildings occurred in the early 1980s because of the
economic boom that Jordan experienced in that decade. Businesses used to
occupy vacant old residential buildings in downtown Amman. Only recentiy
54
have tiie owners of commercial buildings started seeking architectural services.
Most of the nonresidential buildings in downtown Amman are owned by the
public sector. The majority of private businesses, speciaUy smaU businesses,
have not reached the appropriate level of maturity to demand architectural
services. The most atfractive market for small architectural firms is in the
housing sedor.
The Execution of the Research
The research was conduded on architectural firms in Jordan, most of
which are located in Amman as iUusfrated in Table 5.1. About 60 firms were
randomly selected from a list issued by the Jordan Engineers Assodation QEA).
Through telephone calls, the researcher was able to set appointments with 26
firms, all located in Amman. After reviewing the questionnaire, six fírms
dedded not to answer the questions because it "consisted of questions requiring
confídential information" that they did not wish to release.
Because of some diffículties in understanding some of the English
terminology used in the questionnaire—although simplified as much as
possible—it was executed in an interview f ashion between the prindpal
investigator and the respondents. This allowed the researcher to explain some
of the questions in Arabic whenever difficulties in understanding them occiurred.
When the respondents were American or British educated, the researcher did
55 Table 5.1
Offices Inside and Outside Amman, Jordan
Offíce Qassification
Engineer's Office Engineering Office Engineer's Opinion Office Consulting Office
Total Source: Sa'edGamm
Number of Offíces
Inside Amman
122 192
1 73
388 ou; Manae
Percent
68.9 78
100 100
78.1
Outside Amman
55 54
0 0
109
Percent
31.1 22
0 0
21.9 er of Public Relations, JEA
Total
177 246
1 73
497
Percent of Total
35.6 49.5
0.2 14.7 100
, interview by author, Written notation and a handout of a Ust of aU Jordanian architectural and engineering fírms and their locations, Amman, Jordan, 25 January 1993.
not have to explain any of the terms. When the respondents were educated in
Jordanian urdversities, some terms needed to be explained. When the
respondents were graduates from Eastern European or other Arab coimfries, the
researcher had to explain almost everything in the questionnaire.
After describing the purpose of this research, some respondents were
very optimistic and enthusiastic about the potential results. One of the
respondents commented on this research: "I have always been frying to
convince my students to study this subject-the management of architectmal
fírms-but no one showed interest. I assume that Ûús research wiU be tíae
foundations for future studies on tícús subject. I would like to get a copy of this
study in the near future."^ On the other hand, other respondents were not
^ Head of architectural division of Firm "F" and assodate professor in the CoUege of Architecture at the University of Jordan, interview by author, Written notation, Amman, Jordan, 9 January 1993.
56
optimistic at all and responded to the questionnaire just to satisfy tiie
researcher's academic reqmrements. One respondent stated: "This model was
estabUshed only for dviUzed coimfries where services in general, architectural
services in particular, are appreciated. In Jordan, architects are viewed as
draftspersons. We are not viewed as creators. That is why I do not expect this
research to produce positive results."^
The Analysis of Tordanian Firms' Responses to Ouestionnaire
Different types of analyses were executed on the information obtained
from the questionnaire in Jordan. The study contains qualitative, as well as
quantitative statistical analyses resultíng in a clear perspectíve on how Jordanian
architechu-al and Engineering firms are managed. The purpose of conductíng
analyses on the information obtained from the questionnaire sought to uncover
unrecognized relationships or to prove that there are no relationships where they
are to occur. This wiU help in forming a perspective of Jordanian fírms and the
dominant methods used to rim their projects and fírms.
Firm Organizational Values
In the analysis of Firm Organizational Values for fírms responding to the
questionnaire, the following criteria was used in considering firms as not well
^Managing Partner of Firm "R", interview by author, Written notation, Amman, Jordan, 14 January 1993.
57
focused, well focused, or very well focused on the Firm Organizational Values
axis of the SuperPositioning Mafrix.
1. Ffrms that had a difference of less than six between the nxunber of
questions responded to as Practice-centered Business and those as
Business-centered Practice were considered not well focused on this axis of the
Mafrix. For example, a firm responds to the Firm Organizational Values' section
of the questionnaire with seven questions as Business-centered Practice and
eleven questions as Practice-centered Business (Practice : Business ratio of 11:7).
By subfracting seven from eleven, the resiUt is fom. Since four is less than six,
this firm is considered not well focused on the Firm Organizational Values' axis
of the Mafrix.
2. Firms that had a difference of between six and nine between the
number of questions responded to as Practice-centered Business and those as
Business-centered Practice were considered well focused on this axis of the
Mafrix. For example, a firm responds to the Firm Orgarúzational Values' section
of the questiormaire with five questions as Business-centered Practice and
thirteen questions as Practice-centered Business (Practice : Business ratio of 13:5).
By subfracting five from thirteen, the result is eight. Since eight is between six
and nine, this firm is considered weU focused on the Firm Organizational
Values' axis of the Mafrix.
58
3. Firms that had a difference of more than nine between the niunber of
questions responded to as Practice-centered Business and those as
Business-centered Practice were considered very well focused on this axis of the
Mafrix. For example, a firm responds to the Firm Organizational Values' section
of the questiormaire with three questions as Business-centered Practice and
fifteen questions as Practice-centered Business (Practice : Business ratio of 15:3).
By subfracting three from fifteen, the result is twelve. Since twelve is more than
nine, this firm is considered very well focused on the Firm Organizational
Values' axis of the Mafrix.
Figiure 5.1 illusfrates the criteria for determining whether firms are not
well focused, well focused, or very well focused on the Firm Organizational
Values axis.
Practice-centered Business
Business-centered Practice
VeryWell Focused
Well Fcx used
Not Well Focused
Well Focused
VeryWell Fcxnised
• x: t iMi I t^-j- .-
18
Dif ference Between Questions Answered As Practice and Business
Figme 5.1 The Scale Determining Levels of Focus
on Firm Organizational Values Axis
59
Projed Organizational Values
In the analysis of Project Organizational Values for firms responding to
the questioimaire, the following criteria was used in considering firms as not
well focused, well focused, or very well focused on the Project Organizational
Values' axis of the SuperPositioning Mafrix.
1. Firms that have a difference of less than three between the highest and
the second highest number of questions referring to either Idea, Service, or
Delivery are considered not weU focused on the Project Organizational Values
axis of the Mafrix. For example, a firm responds to the Project Organizational
Values' section of the questiormaire with five questions as Idea, three questions
as Service, and one question as Delivery (Idea : Service : Delivery ratio of 5:3:1).
By subfracting three (the second highest number) from five (the highest
niunber), the result is two. Since two is less than three, this firm is considered
not well focused on the Project Organizational Values' axis of the Mafrix.
2. Firms that have a difference of between three and five between the
highest and the second highest number of questions referring to either Idea,
Service, or Delivery are considered well focused on the Project Organizational
Values axis of the Mafrix. For example, a firm responds to the Project
Organizational Values' section of the questioimaire with six questions as Idea,
two questions as Service, and one question as Delivery (Idea : Service : Delivery
ratio of 6:2:1). By subfracting two (tiie second highest number) from six (the
60
highest number), the restdt is foiur. Since four is between three and five, this
firm is considered well focused on the Project Organizational Values' axis of the
Mafrix.
3. Firms that have a difference of more than five between the highest and
the second highest niunber of questions referring to either Idea, Service, or
Delivery are considered very well focused on the Project Organizational Values
axis of the Mafrix. For example, a firm responds to the Project Organizational
Values' section of the questionnaire with eight questions as Idea, no questions as
Service, and one question as DeUvery (Idea : Service : Delivery ratio of 8:0:1). By
subfracting one (the second highest number) from eight (the highest number),
the result is seven. Since seven is higher than five, this firm is considered very
well focused on the Projed Organizational Values' axis of the Mafrix.
Success
In the analysis of architectural and finandal success, the foUowing are the
criteria used in determining the levels of success:
1. The firms ti:iat rate themselves as (1) or (2) are considered
unsuccessful.
2. The firms that rate themselves as (3) are considered low (acceptable) in
success.
61
3. The firms that rate themselves as (4) or (5) are cor^idered successful.
The rating (4) is perceived as successful. whereas the rating (5) is perceived as
very successful.
Table 5.2 shows all the firms' responses to the questionnaire. The
niunbers in the Business, Practice, Idea, Service, and Delivery coliunns refer to
the munber of questions answered as those coliunn headings respectively for
each firm. The numbers in the Architectural and Finandal coluiruis represent
the respondents' perceptions of their firms' success in accordance to coliunn
headings. For example, Firm "A" answered eight questions as Business-centered
Practice Ffrm Organizational Values, ten questions as Practice-centered Business
Firm Organizational Values, six questions as Idea Projed Organizational Values,
one question as Service Project Organizational Values, and two questions as
DeUvery Project Organizational Values. The prindpal/partner of this firm rated
its architectmal success as being very high (5) and its finandal success as being
high (4).
62
Finn
A
B
C
D
E
F
G
H
I
J K
M
N
O
P
R
S
T
U
W
Table 5.2 Firms' Responses to the Questionnaire
Finn Organizatíonal
Business
8
3
4
7
6
7
7
8
5
8
3
6
6
3
8
7
3
3
7
5
Values*
Practíce
10
15
14
11
12
11
11
10
13
10
15
12
12
15
10
11
15
15
11
13
Project Organízatíonal Values*
Idea
6
5
3
8
4
5
2
4
7
2
6
6
6
4
2
2
5
8
5
8
Service
1
4
5
1
3
2
6
4
1
5
2
2
2
4
6
6
3
1
2
0
Delivery
2
0
1
0
2
2
1
1
0
2
1
1
1
1
1
1
1
0
2
1
Success**
Architectural
5
4
4
4
4
4
5
5
5
4
3
4
4
4
3
4
3
5
5
4
Financial
4
1
3
4
4
3
4
4
3
3
3
4
3
2
4
4
2
4
4
3
*The niunbers in those column reflect the number of questions answered as each category. **The numbers in those columns reflect the respondents' ratings of their firms' success.
Table 5.3 iUusfrates the Jordanian firms' levels of focus on the two axes of
the SuperPositioning Mafrix and the areas of f ocus with their rating of
architectural and finandal success.
63 Table 5.3
Jordanian Firms' Levels and Areas of Focus Firm
A
B
C
D
E
F
G
H
I
J K
M
N
O
P
R
S
T
U
w
Firm Organizatíonal
Level of Focus
Not Fíxused
Very Well Focuseci
Very Well Focuseci
Not Ft used
Well Focused
Not Fc used
Not Focused
Not Focused
Well Fc used
Not Focused
Very Well Focused
Well Fc used
WeU Focused
Very Well Focused
Not Fc used
Not Focused
Very Well Fc used
Very Well Focused
Not Focused
Well Fc used
Values
Area
Practíce
Practice
Practíce
Practíce
Practíce
Practíce
Practíce
Practice
Practice
Practice
Practice
Practice
Practice
Practice
Practice
Practice
Practice
Practice
Practíce
Practíce
Project Organizatíonal
Level of Focus
Well Focused
Not Focused
Not Focused
Very Well Focused
Not Fc used
Well Focused
WeU Focused
Not Fí used
Very WeU Focused
WeU Fc used
WeU Fc used
WeU Fc used
WeU Fc used
Not Focused
WeU Focused
WeU Fc used
Not Fcxused
Very WeU Fc used
WeU Focused
Very WeU Focused
Values
Area
Idea
Idea
Service
Idea
Idea
Idea
Service
Idea/Service
Idea
Service
Idea
Idea
Idea
Idea/Service
Service
Service
Idea
Idea
Idea
Idea
Success*
Architect
5
4
4
4
4
4
5
5
5
4
3
4
4
4
3
4
3
5
5
4
Financ.
4
1
3
4
4
3
4
4
3
3
3
4
3
2
4
4
2
4
4
3
*The numbers in those columns reflect the respondents' ratings of their firms' success.
Tables 5.2 and 5.3 can be interpreted as follows.
1. Firm Organizational Values: Out of the twenty firms, eleven are weU
focused on the Firm Organizational Values axis of the SuperPositioning Mafrix.
Six of the eleven well focued are very weU focused firms. Five of the nine not
weU focused firms responded to eleven questions in one side of the Firm
Organizational Values continmun. AII the firms responding to the questionnaire
64
eitiier are weU focused on the Practice-centered Business Firm Organizational
Values or lean towards them. The most well focused firms have a Practice :
Business ratio of 15:3. The least focused firms have a 10:8 ratio.
2. Project Organîzational Values: Out of the twenty firms, fourteen are
well focused on the Project Organizational Values axis of the SuperPositioning
Mafrix. Four of the fourteen well focused are very well focused firms. Three of
the six not well f ocused firms are one question away from being considered as
well focused on the Project Organizational Values axis of the Mafrix. Thirteen
firms either are well focused on the Idea Project Organizational Values or lean
towards them. Five firms either are well focused on the Service Proiect
Organizational Values or lean towards them. The most well focused firms have
an Idea : Service : DeUvery ratio of 8:1:0 or 8:0:1. The least well focused firms
have a 4:4:1 or 4:3:2 ratio. None of the firms even lean towards the Delivery
Project Organizational Values.
3. SuperPositioning: Only five firms are considered well focused on
both axes of the SuperPositioning Mafrix-SuperPositioned. AU the firms, except
one, are weU focused on at least one axis of the Mafrix. Most of the firms are
either weU focused in the Firm Organizational Values' or the Project
Organizational Values' axis of the SuperPositioning Mafrix.
65
4. Success: Seventeen firms rated themselves as architecturally
successful, six out of which rated themselves as architecturally very successful
(5). Only three firms rated themselves as average (3) in the architectural success.
None of the firms rated themselves as architecturally unsuccessful (1 or 2). Ten
firms rated themselves as finandally successful, all of which have given
themselves a rating of (4) in a scale of one to five. None of the firms rated
themselves as finandally very successful (5). Seven fírms considered themselves
as fínandally unsuccessful (1 or 2). Only one fírm perceived itself as being
finandally more successful (4) than architecttually (3).
SuperPositioning and Success
Method
To analyze the firms' responses to the questíonnaire, a statístícal analysis
method was used; the Pearson product-moment correlation coefficient (r). The t
Disfribution test was used to provide an imderstanding of the results obtained
from (r). The purpose of using this statistical method is to reveal the correlation
between SuperPositioning and success of architectural firms. The Pearson
product-moment correlation coeffídent (r) gives a dear description of the
correlation between two variables. The í Disfribution test is used to give the
level of signifícance of the results obtained from (r).
66
The (r) examines the possibility of a correlation between independent and
dependent variables showing its shape—positive or negative correlation. The
independent variable in this research is the SuperPositioning or the extent to
which firms are focused on the two axes of the SuperPositioning Mafrix. The
dependent variable is success—architectural and finandal success.
The [Pearson] product-moment correlation coefficient has many properties, the most important of which are: (1) Its numerical value lies between -1 and +1, inclusive. (2) If r = 1, then the scatterplot shows that the data lie exactiy
on a sfraight line with a positive slope; if r = -1, then the scatterplot shows that the data lie on a sfraight Une with a negative slope.
(3) An r = 0 indicates that there in no Unear component in the relationship between the two variables.
These properties emphasize the role of r as a measure of linearity. Essentially, tiie more tiie scatterplot looks Uke a positively sloping sfraight Une, the doser r is to +1, and the more tiie scatterplot looks like a negatively sloping sfraight Une, the closer r is to -1.^
The í Disfribution test is used here to give accurate readings from tiie
results obtained from (r). It gives results referring to fourteen levels of
significance-60%, 70%, 80%, 85%, 90%, 95%, 97.5%, 98%, 98.5%, 99%, 99.25%,
99.5%, 99.75%, and 99.95%. The variety of levels gives a dear picture about the
correlationbetween tiie independent and tiie dependent variables.
^ Jonathan D. Cryer and Robert B. MiUer, Statistics for Business: Data Analysis and Modelling (Boston: PWS-KENT Publishing Company, 1991), 143.
67
The formulae used to determine tiie values of (r) and (í) for the different
tests are:
N ^ X Y - S X E Y ^
Í N S X 2 - ( S X ) 2 ; N I Y 2 - ( Z Y ) 2
Where: N: Number of firms. X: Independent variable. Y: Dependent variable. 2X: Sum of the column containing the variable X. ZY: Sum of the column containing the variable Y. SXY: Sum of X multiplied by Y for each firm added together. ZX : Sum of the squared X (X ) for each firm added together. (LX)^: Square of the sum of X (ZX) for all firms. SY : Stun of the squared Y (Y ) for each firm added together. (LY)^: Square of the sum of Y (ZY) for all firms."
Note: X and Y may be different in one test from another depending on the purpose of the test.
2 ã-r
Where: r. Pearson product-moment correlation coeffident. N: Number of firms.^
''Paul C. Cozby, Methods in Behavioral Research (Mountain View, California: Mayfield Publishing Company, 1989), 264.
^John Neter, William Wasserman, and Michael H. Kutner, Applied Linear Regression Models (Boston: Richard D. Irwin, Inc, 1989), 530.
68
Analysis
Different analyses were conducted on the information obtained from the
questionnaire using the method mentioned above. The purpose of these
analyses is to exanúne the applicability of the SuperPositioning mafrix on
Jordanian architectural firms. These analyses are executed as foUows:
1. The correlation between being focused on the Firm Organizational
Values axis of the Matrix and being arcJiitecturalIy or financiaUy successful.
Two methods have been used to examine this correlation.
Method A: The difference between Practice and Business Firm
Organizatîonal Values. The difference is obtained by subfracting the number in
the Business column from the number in the Practice column for each ffrm. The
higher the number, the more focused the firm is on the Firm Organizational
Values axis of the SuperPositioning Mafrix. This test examines the correlation
between the increase or decrease in the difference between Practice and Business
and the increase or decrease in architectiual and finandal success. For example,
if the result was a positive significant correlation between the difference and
architectural success, this means that the increase of focus on Firm
Orgarúzational Values is met with an increase in architecttual success. Table 5.4
exhibits this information.
69 Table 5.4
Jordanian Firms' Firm Organizational Values and Success (Focus Through Difference Between Practice and Business)
Firm
A B C D E F G H I
J K M N O P R S T U W
Firm Organizational Values
Business 8 3 4 7 6 7 7 8 5 8 3 6 6 3 8 7 3 3 7 5
Practíce 10 15 14 11 12 11 11 10 13 10 15 12 12 15 10 11 15 15 11 13
Fractíce minus Business
2 12 10 4 6 4 4 2 8 2 12 6 6 12 2 4 12 12 4 8
Success
Architectural 5 4 4 4 4 4 5 5 5 4 3 4 4 4 3 4 3 5 5 4
Financial 4 1 3 4 4 3 4 4 3 3 3 4 3 2 4 4 2 4 4 3
Architectural Success: The foUowing is the statistical analysis of the
correlation between the difference in Firm Organizational Values and
architectural success:
r =
r =
N^XY-XXYJ
(20 X 534)-(132x83)
^(20x1152)-(132)2 ^ ^(20x353)-(83)2
r = 10680-10956 -276 75616 X Jm 979.97
70
r = -0.28164
rJÍN^ t*=
t*= -0.28164 X 7 2 0 ^
^l-(-0.28164)2
t*= -1.245.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18 (20 -
2), we find the t* value lies between 1.067 and 1.330. There is a negatíve
correlation between being focused on the Firm Organizational Values and the
architectural success with an 85% level of significance. Whenever the
difference between the Practice-centered Business and Business-centered
Practice increases, the probability of decreasing the chances of architectural
success is a littie over 85%.
Financíal Success: The correlation between being foctised on the Firm
Organizational Values and the finandal success is determined as follows:
r = -0.6558
í* = -3.6855.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the í* value lies between 3.197 and 3.922. There is a negatíve correlation
between being focused on the Firm Organizational Values and the fínancial
success with a 99.75% level of signifícance. Whenever the difference between
71
tiie Practice-centered Business and Business-centered Practice increases, the
probability of decreasing the chances of fínandal success is a littie over 99.75%.
Method B: The ranking system of focus on the Firm Organizational
Values axis of the SuperPositioning Matrix. In Table 5.5, each fírm was given a
rank of focus depending on its level of f ocus on the Firm Organizational Values
axis of the SuperPositioning Mafrix. The firms that are considered not well
focused on the Firm Organizational Values' axis were given a rank of 0; well
focused were given a rank of 1; and very well focused were given a rank of 2.
Architectural Success: By using the formulae and method mentioned
above, we come up with the foUowing results regarding architectural success:
r = -0.31828
t* = -1.424.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the í* value lies between 1.330 and 1.734. There is a negative correlation
between the rank of focus on the Finn Organizational Values and the
architectural success with a 90% level of significance. Whenever the rank of
focus on the Ffrm Organizational Values increases, tiie probability of decreasing
the chances of architectural success is a Uttie over 90%.
72 Table 5.5
Jordanian Firms' Firm Organizational Values and Success (Rank of Foctis)
Fitm
A B C D E F G H I
J K M N O P R S T U W
Firm Organizatíonal Values
Business 8 3 4 7 6 7 7 8 5 8 3 6 6 3 8 7 3 3 7 5
Practíce 10 15 14 11 12 11 11 10 13 10 15 12 12 15 10 11 15 15 11 13
Rank of Focus
0 2 2 0 1 0 0 0 1 0 2 1 1 2 0 0 2 2 0 1
Success
Archítectural 5 4 4 4 4 4 5 5 5 4 3 4 4 4 3 4 3 5 5 4
Financial 4 1 3 4 4 3 4 4 3 3 3 4 3 2 4 4 2 4 4 3
Financîal Success: The correlation between tiie rank of focus on the Firm
Organizational Values and the finandal success is determined as foUows:
r = -0.6331
í* = -3.4700.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find tite f * value Ues between 3.197 and 3.922. There is a negative correlation
between the rank of focus on the Finn Organizatíonal Values and the
fínancial success with a 99.75% level of signifícance. Whenever tiie rank of
73
focus in Firm Organizational Values increases, the probability of decreasing the
chances of financial success is a littie over 99.75%.
2. The correlation between being focused in the Project Organizational
Values axis of the SuperPositioning Mafrix and being architecturally or
finandally successful. Two methods have been used to examine this correlation.
Method A: The difference between the highest Values and the second
highest Values. The values of the difference is obtained from subfracting the
second highest number in either the Idea, Service, or Delivery column for each
firm from the highest number in the other columns for each firm. The higher the
number, the more focused the firm is on the Project Organizational Values axis
of the Mafrix. The firm tiiat has a 3, or more difference between tiie highest and
the second highest Project Organizational Values is considered as being weU
focused in the Project Organizational Values' axis of the SuperPositioning
Mafrix. This test examines the correlation between tiie increase or decrease in
the number referring to the difference between Practice and Business and the
increase or decrease in the number referring to architectural and finandal
success. For example, if ti:\e result was a positive significant correlation between
the difference and architectural success, tiiis means tiiat tiie increase of focus on
Project Organizational Values is met witii an increase in architectural success.
Table 5.6 exhibits this information.
74 Table 5.6
Jordanian Firms' Project Organizational Values and Success (Focus Through Difference Between Highest and Second Highest Values)
Firm
A B C D E F G H I
J K M N O P R S T U W
Project Urganizational Values
Idea 6 5 3 8 4 5 2 4 7 2 6 6 6 4 2 2 5 8 5 8
Service 1 4 5 1 3 2 6 4 1 5 2 2 2 4 6 6 3 1 2 0
Delivery 2 0 1 0 2 2 1 1 0 2 1 1 1 1 1 1 1 0 2 1
Difference Between High And second Hi hest
4 1 2 7 1 3 4 0 6 3 4 4 4 0 4 4 2 7 3 7
Success
Architectural 5 4 4 4 4 4 5 5 5 4 3 4 4 4 3 4 3 5 5 4
Financial 4 1 3 4 4 3 4 4 3 3 3 4 3 2 4 4 2 4 4 3
Architectural Success: The foUowing are the results of the statistical
analysis of the correlatíon between the difference between the highest and the
second highest Project Organizational Values and firms' architectural success:
r = 0.12833
f * = 0.5490.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the t* value lies between 0.534 and 0.862. There is a positíve correlation
between being focused on the Project Organizational Values and the
architectural success with a 70% level of signifícance. Whenever the difference
75
between the highest and tiie second highest Values of Project Organizational
Values increases, the probabUity of increasing the chances of architectural
success is a littie over 70%.
Finandal Success: The correlation between being focused on the Projed
Organizational Values and the finandal success is determined as follows:
r = 0.36986
t* = 1.6896.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the t* value Ues between 1.330 and 1.734. There is a positive correlation
between being focused on the Project Organizational Values and the fínancial
success with a 90% level of signifícance. Whenever the difference between the
highest and the second highest Values of Project Organizational Values
increases, the probabiUty of increasing the chances of finandal success is a littie
over 90%.
Method B: The ranking system of focus on the Project Organizational
Values axis of the SuperPositioning Matrix. In Table 5.7, each firm was given a
rank of focus depending on its level of focus in the Project Organizational
Values. The firms that are not weU focused on the Project Organizational Values'
axis were given a rank of 0; weU focused were given a rank of 1; and very well
focused were given a rank of 2.
76 Table 5.7
Jordanian Firms' Project Organizational Values and Success (Rank of Focus)
Firm
A B C D E F G H I
J K M N O P R S T U W
Project Organizatíonal Values
Idea 6 5 3 8 4 5 2 4 7 2 6 6 6 4 2 2 5 8 5 8
Service 1 4 5 1 3 2 6 4 1 5 2 2 2 4 6 6 3 1 2 0
Delivery 2 0 1 0 2 2 1 1 0 2 1 1 1 1 1 1 1 0 2 1
Rank of Focus
1 0 0 2 0 1 1 0 2 1 1 1 1 0 1 1 0 2 1 2
Success
Architectural 5 4 4 4 4 4 5 5 5 4 3 4 4 4 3 4 3 5 5 4
Financial 4 1 3 4 4 3 4 4 3 3 3 4 3 2 4 4 2 4 4 3
Architectural Success: The foUowing are the results of the statistical
analysis of the correlation between the rank of focus on the Project
Organizational Values' axis of the SuperPositioning Mafrix and firms'
architectural success:
r = 0.25127
í* = 1.1014.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the t* value iies between 1.067 and 1.330. There is a positíve correlatíon
between being focused on Project Organizatíonal Values and the architectural
77
success with an 85% level of signifícance. Whenever tite Project Organizational
Values' rank of focus increases, the probability of increasing tíie chances of
architectural success is a littie over 85%.
Financial Success: The correlation between the rank of focus on the
Project Organizational Values and the fínandal success is determined as follows:
r = 0.38994
t* = 1.7966.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the í* value Ues between 1.734 and 2.101. There is a positive correlatíon
between being focused on the Project Organizational Values and the fínancial
success with a 95% level of signifícance. Whenever the Project Organizational
Values' rank of focus increases, the probabUity of increasing the cJtances of
financial success is a littie over 95%.
3. The correlation between SuperPositioning and the architecttiral and
finandal success: Two methods have been used to examine this correlation:
Method A: The rank system of SuperPositioning. In Table 5.8, each
ffrm was given a rank of SuperPositioning depending on the extent of
positioning. The firms that are considered well focused on both axes of the
SuperPositioning Mafrix were given a rank of 2; the firms that are considered
weU focused in one axis-either the Project Organizatíonal Values' or Firm
Organizatíonal Values' axis-of the Mafrix were given a rank of 1; and the firms
78
that are considered as not well focused in any axis of the Mafrix were given a
rank of 0. The SuperPositioned firms are only the ones with the rank of 2. AII
other firms are not SuperPositioned.
Firm
A B C D E F G H I J K M N O P R S T U W
Firm Values Busines
8 3 4 7 6 7 7 8 5 8 3 6 6 3 8 7 3 3 7 5
Firms' Rank of Organízational
Practíce 10 15 14 11 12 11 11 10 13 10 15 12 12 15 10 11 15 15 11 13
Project
Idea 6 5 3 8 4 5 2 4 7 2 6 6 6 4 2 2 5 8 5 8
Table 5.8 SuperPositioning and Success Organizatíonal Values
Service 1 4 5 1 3 2 6 4 1 5 2 2 2 4 6 6 3 1 2 0
Delivery 2 0 1 0 2 2 1 1 0 2 1 1 1 1 1 1 1 0 2 1
Rankof Super-Position
1 1 1 1 1 1 1 0 2 1 2 2 2 1 1 1 1 2 1 1
Success
Architect 5 4 4 4 4 4 5 5 5 4 3 4 4 4 3 4 3 5 5 4
Financíal 4 1 3 4 4 3 4 4 3 3 3 4 3 2 4 4 2 4 4 3
Architectural Success: The following are the results of the statistical
analysis of the correlation between the rank of SuperPositioning and firms'
architectural success:
r = -0.08998
í* = -0.3833.
79
From Table G.l (see Appendix G), witii degrees of freedom {df) of 18, we
find tiie t* value lies between 0.257 and 0.534. There is a negative correlation
between being SuperPositíoned in the SuperPositíoning Matrix and the
architectural success with a 60% level of signifícance. Whenever fírms are
SuperPositioned, the probability of decreasing the chances of architectural
success is a littie over 60%.
Financial Success: The correlation between the rank of SuperPositioning
and fírms' fínandal success is determined as follows:
r = -0.02327
t* = -0.0988.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
fínd the f * value lies below 0.257. There is a negative insignifícant correlation
between being SuperPositioned in the SuperPositíoning Matrix and the
financial success with less than 60% level of significance. Whenever the fírms
are SuperPositioned in the Mafrix, the probability of decreasing the chances of
fínandal success is below 60%.
Method B: The added rank systems of focus used in Project
Organizational Values and Firm Organizational Values. In Table 5.9, the rank
of focus on Project Organizational Values and Firm Organizational Values are
added for each fírm to test the correlation of the added rank with architectural
and fínandal success. There might be some fírms with an added rank of focus of
2 while they are not SuperPositioned because of the possibility of having a rank
80
of 2 on one axis of the Mafrix. They also may be SuperPositioned if they have a
rank of 1 in botii axes. The firms that have a rank of 3 or 4 are definitely
SuperPositioned on the Mafrix.
Table 5.9 Firms' Added Rank of Focus on Firm and Project
Firm
A B C D E F G H I
J K M N O P R S T U W
Firm Values Business
8 3 4 7 6 7 7 8 5 8 3 6 6 3 8 7 3 3 7 5
Organizatíonal
Practíce 10 15 14 11 12 11 11 10 13 10 15 12 12 15 10 11 15 15 11 13
Project
Edea 6 5 3 8 4 5 2 4 7 2 6 6 6 4 2 2 5 8 5 8
Organizatíonal Values
Service 1 4 5 1 3 2 6 4 1 5 2 2 2 4 6 6 3 1 2 0
Delivery 2 0 1 0 2 2 1 1 0 2 1 1 1 1 1 1 1 0 2 1
Added Rank of Focus
1 2 2 2 1 1 1 0 3 1 3 2 2 2 1 1 2 4 1 3
Success
Architect. 5 4 4 4 4 4 5 5 5 4 3 4 4 4 3 4 3 5 5 4
Financíal 4 1 3 4 4 3 4 4 3 3 3 4 3 2 4 4 2 4 4 3
Architectural Success: The following are the results of the statistical
analysis of the correlation between the rank of focus on both axes of the Mafrix
and firms' arcJiitectural success:
r = -1.10147
í* = -0.4327.
81
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the t* value Ues between 0.257 and 0.534. There is a negative correlation
between being focused on both axes of the SuperPositíoning Matrix and the
architectural success with a 60% level of significance. Whenever firms are
more focused in both axes of the SuperPositioning Mafrix, the probability of
decreasing the chances of architectural success is a littie over 60%.
Financial Success: The correlation between the rank of focus on both
axes of the SuperPositioning and firms' finandal success is determined as
follows:
r = -0.28345
t* = -1.2540.
From Table G.l (see Appendix G), with degrees of freedom {df) of 18, we
find the f* value Ues between 1.067 and 1.330. There is a negative correlation
between being focused on both axes of the SuperPositioning Matrix and the
financial success with an 85% level of signifícance. Whenever the fírms are
more focused in both axes of the Mafrix, the probabiUty of decreasing the
chances of financial success is a Uttie higher the 85%.
Discussion
From the previous analyses, we find that the overall SuperPositioning
Mafrix cannot be applied fully to Jordanian architecttual firms. Two different
82
analyses were conducted on the correlation between SuperPositioning and
success-architectural and/or finandal success. It is evident tíiat titere is a
negative correlation between tiie SuperPositioning and architectural success.
The levels of significance of titose correlatíons are around 60%. In method (B) of
analyzing this correlation, there is a negatíve correlatíon between being
SuperPositíoned (focused in botii axes of the Mafrix) and botii architectural and
finandal success. This negative correlation with the finandal success had a high
level of significance of a littie over 85%.
Table 5.10 iUusfrates the results of analysis conducted on the Jordanian
architectural and engineering firms.
Table 5.10 Results From the Statistical Analysis on Jordanian
Firms Responding to Questionnaire Area of Focus
Firm
Oiganízational Values
Project
Organizational Values
SuperPositioning
Method of
Analysis
Difference
Rank of Focus
Difference
Rank of Focus
Rankof SuperPositioning
Added Rank of Focus
Correlation Between Focus and Success
Architectural
Percent
85%
90%
70%
85%
60%
60%
Shape
Negative
Negative
Positive
Positive
Negative
Negative
Fînancial
Percent
99.75%
99.75%
90%
95%
Below 60%
85%
Shape
Negative
Negative
Positive
Positive
Negative
Negative
83
In order to better understand tiie results obtained from the analyses on
Jordanian architectural and engineering firms' SuperPositioning, similar
analyses were conducted on tiie correlation of being focused on each axis of the
Mafrix individually with architectural and finandal success.
There was a negative correlation between being focused on the Firm
Organizatíonal Values' axis of the Mafrix and the architectural and fínancial
success. The most surprising outcome of the analysis was the very sfrong
negative correlation between the focus on Firm Organizational Values and
financial success. The level of significance of that negative correlation was a
littie over 99.75%. The probability of decreasing the firms' finandal success
through increasing the focus on thefr Firm Organizational Values was almost
100% (99.75%). On the otiier hand, tiie probabUity of decreasing the fims'
architectural success through increasing focus on Firm Organizational Values
ranges between 85% and 90% in the two methods of analysis.
There was a positive correlation between being focused on the Project
Organizational Values' axis and the architectural and finandal success of
architectural firms in Jordan. In both methods of analysis, there was a positive
correlation between the focus on the Project Organizational Values' axis and
architectural success with a level of significance ranging between 70% and 85%.
At the same time, there was a positive correlation between the focus on the
84
Project Organizational Values and finandal success with a level of significance
ranging between 90% and 95%. This indicates a sfronger positive relationship
between finandal succes and focused Project Organizational Values than
architectural success and focused Project Organizational Values.
The negative correlation between the overall SuperPositioning and
success apparentiy was influenced by the sfrong negative correlation between
the Firm Organizational Values' axis of the SuperPositioning Mafrix and success.
Although there was a positive correlation between the focus on the Project
Organizational Values' axis of the Mafrix and success, it was not as sfrong as the
negative correlation between the focus on the Firm Organizational Values' axis
and success, which caused the overall negative correlation between
SuperPositioning and success with lower levels of significance.
To condude, Weld Coxe's overall SuperPositioning Matrix prindples
carmot be applied as expected to Jordanian architectural firms. Some
modifícations need to be applied to the model in order to be appUcable to
Jordanian fírms which appears to be due to previously defined differences
between Jordanian and American firms, on which the model was established
and examined.
The most interesting result here is that the consistency of project
decisions has a major positive effect on firms' architectural and fínandal
success. The more the Jordanian architectural and engineering fírms know
85
about their dients' needs and preferences, project delivery methods, project
dedsions bases, firm and project staffing, and fee sfructure, the more likely to be
both architecturally and finandally successful.
CHAPTERVI
THE EXAMINATION OF THE QUESTIONNAIRE
Infroduction
To examine the validity of tiie researcher's developed questionnaire and
its representation of the SuperPositioning Mafrix, it went tiirough a series of
analysis and critidsm by three faculty members from tiie CoUege of Architecture
at Texas Tech University who have had practice management experience in the
real world. It was then executed on twenty Jordanian architecttual and
engineering firms. During the adminisfration of the questionnaire to the
Jordanian firms, it was apparent that some respondents faced difficulties in
comprehending the Lntended meanings of some of the EngUsh terminology.
This raised the possibility that the English terminology might not be as readily
tmderstood by the American respondents either. Therefore, it was dedded to
test the questionnaire on architectural firms in Dallas, Texas, of which the
CoIIege of ArcJiitecture at Texas Tech University has knowledge.
A pilot study had been conduded earlier in 1992 on those firms by
graduate students in the CoIIege of Architecture at Texas Tech University as a
requirement for the Design Office Management course. They analyzed those
firms based on the information in Weld Coxe's "Success Sfrategies For Design
86
87
Professionals" foUowing meetings with the firms' partners. Based on this
information, graduate students positioned the firms on the SuperPositioning
Matrix. Their analyses were used to verify the results obtained from the
researcher's questiormaire.
Dallas Firms
The firms in Dallas have been given identification letters so that their
names are not revealed. The firms were asked to assign themselves
identification letters for this purpose. Those firms are "NB," "ME," "DD," and
"JP." The same questionnaire executed on Jordanian firms was used on DaUas
firms—with some minor changes, such as the change in currency from JD to $.
Results Obtained From the PUot Study
According to tiie analyses conduded by tiie graduate students foUowing
meetings witii owners and partiiers of "NB," "ME," "DD," and "JP" firms, tiiese
results were reached:
1. Firm "NB": The firm could be located somewhere between a Sfrong
Service and Sfrong Delivery Project Organizational Values, and it leans toward
the Business-centered Practice Firm Organizational Values.
2. Firm "ME": The firm adopts Sfrong Service Project Organizational
Values and Practice-centered Business Firm Organizational Values.
88
3. Firm "DD": The firm adopts Idea and Service Project Organizational
Values, and Practice-centered Business Firm Organizational Values.
4. Firm "JP": The firm adopts Sfrong Service Project Organizational
Values, and it is located somewhere in the middle between Practice-centered
Business and Business-centered Practice Firm Organizational Values.
Results Obtained From Responses to the Questionnaire
The foUowing are the results of the analysis based on the execution of the
questionnaire on the same Dallas firms:
1. Firm "NB": According to the analysis of the information obtained
from the questíonnaire, it was fotmd that the firm adopts Sfrong Service Project
Organizational Values with some Delivery Values. The ratio between Idea :
Service : Delivery is 1:6:2. As for Firm Organizational Values, the firm leans
toward the Business-centered Practice Values. The ratio between Practice :
Business is 7:11. Therefore, there is a sfrong indication that the firm is weU
focused on the Service Project Organizational Values, and not very weU focused
in tiie Btisiness-centered Practice Firm Organizational Values.
Firm "NB"~Questionnaire: Based on the firm's response to the
questionnaire, its Project Organizational Values can be described as foUows:
1. Projects are delivered tiurough departments working around
spedfic phases of the project. (Delivery)
89
2. Project decisions are made primarily by a project leader. {Service)
3. The criteria for hiring professional staff: Staff are selected to be
frained for long-term retention. {Service)
4. The reputation and success of the firm in atfracting clients is based
upon providing special expertise and technical skiUs. {Service)
5. The majority of the firm's clients have projects requiring iimovative
solutions. {Idea)
6. The firm's fee sfructure is based on a percentage of the consfruction
cost. {Delivery)
7. The fees, compared the other firms, are average. {Service)
8. The profit margin is primarily atfributed to the effidency of the
firm's services. {Seroice)
9. The support staff consists primarily of experienced professionals.
{Service)
As for the firm's Firm Organizational Values, they can be described as
foUows:
1. The firm is organized as a corporation. {Business)
1. The firm has tmequal ownership. {Business)
3. The firm ownership is a sole proprietorship. {Practice)
4. The firm's finandal confrol is internal. {Practice)
90
5. Office management decisions are primarily based on autocratic
decision making. {Business)
6. The firm's architeds perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational decisions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff's salaries are primarily higher than average. (Business)
10. The firm has a formal marketing program. {Business)
11. Marketing professionals primarily market the firm. {Business)
12. Those who market the job are not involved in the development of
the projed. {Business)
13. In regard to marketing, the firm primarily uses direct marketing.
{Business)
14. Initial cUent contact comes primarUy from the firm. {Business)
15. Staff are rewarded primarily with fínandal rewards. {Business)
16. The reward system indudes all staff. {Practice)
17. Most of the fírm's dients want to be personally involved in the
development of the project. {Practice)
18. The fírm evaluates accompUshment by focusing on "how satisfíed
we were with the project." {Practice)
91
Success: Firm's architectural success: 5 (Very High)
Firm's finandal success: 5 (Very High)
Results: By comparing results obtained from the graduate students pilot
study and the thesis research questionnaire, it is learned that the results are
similar in both cases. The pilot study concluded that firm "NB" adopts Project
Organizational Values somewhere between Service and Delivery, while the
results obtained from the questioimaire condude that it adopts Service Projed
Organizational Values. Both the pilot study and the results obtained from the
questionnaire condude that the firm leans towards adopting Business-centered
Practice Firm Organizational Values. The firm's rating of success is not reflected
in its positioning on the Mafrix. It is not very weU SuperPositioned but rated as
being architecturally and finandally very successful.
2. Firm "ME": According to the analysis of the information obtained
from the questíonnafre, it was fotmd that tiie firm adopts a Sfrong Service Project
Organizational Values with some Idea Values. The ratio between Idea : Service :
DeUvery is 3:5:1. As for Firm Organizational Values, the firm leans toward the
Business-centered Practice Values. The ratio between Practice : Business is 6:12.
Therefore, there is an indication tiiat the firm is not well f ocused on tiie Service
Projert Organizational Values, and weU focused in the Business-centered
Practice Firm Organizational Values.
92
Firm "ME"~Questioinnaire: Based on tiie firm's response to the
questionnafre, its Project Organizational Values can be described as foUows:
1. Projects are delivered tiirough flexible teams estabUshed and
organized arotmd each job. {Idea)
1. Projed dedsions are made primarily by the design
prindpal/partner. {Idea)
3. The criteria for hiring professional staff: Staff are selected for their
experience. {Delivery)
4. The reputation and success of the firm in atfracting cUents is based
upon providing spedal expertise and technical skiUs. {Seroice)
5. The majority of the firm's dients have projects requiring reliable
solutions. {Service)
6. The fírm's fee structure is based on fíxed lump sum. {Ideá)
7. The fees, compared the other firms, are average. {Service)
8. The profit margin is primarily atfributed to the effidency of the
firm's services. {Seroice)
9. The support staff consists primarily of experienced professionals.
{Service)
93
As for the firm's Firm Organizational Values, tiiey can be described as
foUows:
1. The firm is organized as a corporation. {Business)
I. The firm has tmequal ownership. (Business)
3. The firm ownership is dosely held through Umited investors.
(Business)
4. The firm's finandal confrol is internal. (Practice)
5. Office management dedsions are primarily based on consensus
dedsion making. {Practicé)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff's salaries are primarUy average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the
project. {Practice)
13. In regard to marketing, the firm primarUy uses pubUc relations.
{Practice)
94
14. Initial dient contact comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system indudes aU staff. {Practice)
17. Most of the firm's ciients want to be personally involved in the
development of the project. {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied
we were with the project." {Practice)
Success: Firm's architectural success: 4 {High)
Firm's finandal success: 5 {Very High)
Results: By comparing results obtained from the graduate students pilot
study and the thesis research questiormaire, it is learned that the results are
similar in the Projed Organizational Values' axis of the SuperPositioning Mafrix,
but different on the Firm Organizational Values' axis. The pilot study conduded
that firm "ME" adopts Sfrong Service Project Organizational Values, while the
results obtained from the questionnaire condude that it is not well focused on
the Project Organizational Values' axis but it is more Service than anything else.
On the other hand, the pilot study showed that ti s firm adopts
Practice-centered Business Firm Organizational Values, and the results obtained
from the questionnaire established that the firm adopts Business-centered
Practice Firm Organizational Values. This may be due to the change in the firm's
dientele which resulted in the fransition process from Idea to Service Values.
95
The firm's rating of success may refled its positioning on tiie Mataix. It is not
weU focused on tiie Project Organizational Values' axis of the Mafrix but weU
focused on the Firm Organizational Values' axis. The firm is rated as being
architecturally successful and finandally very successful.
3. Firm "DD": According to tiie analysis of the information obtained
from the questionnaire, it was found that the firm adopts a Sfrong Idea Project
Organizational Values with some Service and Delivery Values. The ratio
between Idea : Service : Delivery is 5:3:1. As for Firm Organizational Values, the
firm leans toward the Practice-centered Business Values. The ratio between
Practice : Business is 11:7. Therefore, there is an indication that the firm is not
well focused on the Project Organizational Values, but is more Idea than
anything else, and not well focused in the Practice-centered Business Firm
Organizational Values.
Firm "DD"~Questionnaire: Based on the firm's response to the
questionnaire, its Project Organizational Values can be described as follows:
1. Projects are deUvered through flexible teams estabUshed and
organized arotmd each job. {Idea)
1. Project dedsions are made primarily by the design
prindpal/partner. {Idea)
3. The criteria for hiring professional staff: Staff are selected for their
experience. {Delivery)
96
4. The reputation and success of the ffrm in atfracting cUents is based
upon providing innovation. {Idea)
5. The majority of the firm's clients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
7. The fees, compared the other firms, are average. {Seroice)
8. The profit margin is primarily atfributed to the effidency of the
firm's services. {Seroicé)
9. The support staff consists primarily of experienced professionals.
{Seroice)
As for the firm's Firm Organizational Values, they can be described as
foUows:
1. The firm is organized as a corporation. (Business)
1. The firm has tmequal ownership. {Business)
3. The firm ownership is a sole proprietorship. {Practicé)
4. The firm's finandal confrol is internal. {Practice)
5. Offíce management dedsions are primarily based on autocratic
dedsion making. {Business)
6. The firm's architeds perceive themselves as architects first and
businessmen second. {Practice)
97
7. The firm leaders make organizational dedsions with input and
collaboration from staff. {Practice)
8. Staff are expected to stay in the fírm for a long duration {Business)
9. Staff's salaries are primarily higher than average. {Business)
10. The fírm has an informal marketing program. {Practice)
11. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the
project. {Practice)
13. In regard to marketing, the fírm primarily uses direct marketing.
{Business)
14. Initial dient contact comes primarily from the dients. (Practice)
15. Staff are rewarded primarily with fínancial rewards. {Business)
16. The reward system indudes all staff. {Practice)
17. Most of the firm's dients want to be personaUy involved in the
development of the project. {Practice)
18. The firm evaluates accompUshment by focusing on "how satisfied
we were with the project." {Practice)
Success: Firm's architectural success: 3 {Average)
Firm's finandal success: 3 {Average)
Results: The graduate students pilot study and the results obtained from
the thesis research questiormaire are similar. The pilot study conduded that
98
firm "DD" adopts sfrong Idea Project Organizational Values and
Practice-centered Business Firm Organizational Values. The results obtained
from the questionnaire showed that the firm is not weU focused on the Idea
Project Organizational Values and the Practice-centered Business Firm
Organizational Values in the SuperPositioning Mafrix, but it leans towards them.
The firm is rated as being average in both architectiual and finandal success.
4. Firm "JP": According to the analysis of the information obtained from
the questionnaire, it was found that the firm adopts a very Sfrong Service Project
Organizational Values. The ratio between Idea : Service : Delivery is 0:8:1. This
is an indication that the firm is very well-focused in the Service Values. As for
Firm Organizational Values, the firm is located somewhere in the middle
between the Business-centered Practice and Practice-centered Business Firm
Organizational Values on the Mafrix. The ratio between Practice : Business is
9:9. This firm is not focused in either the Business-centered Practice or
Practice-centered Business Firm Organizational Values.
Firm "JP"~Questíonnaire: Based on the firm's response to tiie
questioruiaire, its Project Organizational Values can be described as foUows:
1. Projects are delivered tiirough fixed studios. {Seroice)
1. Project dedsions are made primarily by project leader. {Seroice)
3. The criteria for hiring professional staff: Staff are selected for thefr
experience. {Delivery)
99
4. The reputation and success of the firm in atfracting dients is based
upon providing spedal expertise and technical skUIs. {Service)
5. The majority of the firm's dients have projects requiring reliable
solutions. {Seroice)
6. The firm's fee sfructure is based on hourly rates. {Service)
7. The fees, compared the other firms, are average. {Service)
8. The profit margin is primarily atfributed to the effidency of the
firm's services. {Service)
9. The support staff consists primarily of experienced professionals.
{Seroice)
As for the firm's Firm Organizational Values, they can be described as
follows:
1. The firm is organized as a corporation. {Business)
1. The firm has tmequal ownership. {Business)
3. The firm ownership is dosely held through limited investors.
{Business)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on consensus
dedsion making. {Practice)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
100
7. The firm leaders make orgarúzational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration {Business)
9. Staff's salaries are primarily average. {Business)
10. The firm has a formal marketing program. {Business)
11. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the
project. {Practice)
13. In regard to marketing, the firm primarily uses direct marketing.
(Business)
14. Initial dient contad comes primarily from the firm. {Business)
15. Staff are rewarded primarUy with finandal rewards. {Business)
16. The reward system indudes aU staff. {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project. {Practice)
18. The firm evaluates accompUshment by focusing on "how satisfied
we were witii the project." {Practice)
Success: Firm's architectural success: 5 {Very High)
Firm's finandal success: 5 (Very High)
Results: The graduate students pUot study and the results obtained from
the thesis research questionnaire are very similar. The pUot study revealed
101
confiision among tiie graduate shidents who conducted it regarding what firm
"JP" adopts for its Firm Organizational Values. From those shidies, it is evident
that tiie firm adopts something between Business-centered Practíce and
Practíce-centered Business Firm Organizational Values, while adopting sfrong
Service Projed Organizational Values. The results obtained from the
questionnaire show similar readings. The firm adopts what Coxe refers to as
Orgarúzation-centered Organization-being exactiy in the middle between
Practice-centered Business and Business-centered Practice Firm Organizational
Values, which, according to Coxe, is the least preferable position on this axis.
As for the Project Organizational Values, it is clear that the firm adopts very
sfrong Service Values. The firm is rated as being both architecturally and
finandally very successful, which does not reflect the SuperPositioning
prindples. It is not SuperPositioned although it is very well focused on the
Project Organizational Values' axis of the Mafrix.
Discussion
Overall, the results obtained from the questionnaire are very dose, if not
identical, to those reached in the preceding pilot study. Since the purpose of this
test was to examine the exactness of the English terminology used in the
questionnaire, it has proven accurate. This result reinforced the preliminary
' Weld Coxe et al., Success Sfrategies For Design Professionals (St. Louis: McGraw-HUI Book Company, 1987) 29.
102
analysis on the developed questionnaire conducted by the researcher and the
tiiree professors in tiie CoUege of Architecture at Texas Tech University: Glenn
HiU, Dr. Michael Jones, and David DriskiII. Through tiiis analysis (Table 5.1), it
has been observed that the focus on Project Organizational Values may have a
sfronger effect than Ffrm Organizational Values on the achievement of success.
Table 6.1 The Results Obtained From Questionnaire
on Dallas Firms Firm
NB
ME
DD
JP
Project Organizational
Values
Idea
1
3
5
0
Service
6
5
3
8
Deliveiy
2
1
1
1
Firm
Values
Practice
7
6
11
9
Organizational
Business
11
12
7
9
Success
Architect.
5
4
3
5
Financial
5
5
3
5
Firms "NB" and "JP" are weU focused on the Project Organizational
Values, but not well focused on the Firm Organizational Values. These two
firms have rated themselves as being both architecturally and finandally very
successful. On the other hand, firm "DD" is not weU focused on both axes of the
Mafrix and is rated as being both architecturally and finandally average in
success. It seems, similar to results reached on Jordanian firms, that the focus on
the Project Organizational Values has the major effect on the achievement of
success. The more those firms knew their dients and their needs and organized
103
themselves in accordance to them, the more likely they were to be both
architecturally and finandally successful.
CHAPTERVII
THE ANALYSIS OF FACTS BEHIND SUCCESSFUL
ARCHITECTURAL AND ENGINEERING HRMS
INJORDAN
Infroduction
While the execution and analysis of Jordanian architectural firms suggests
that the SuperPositioning Mafrix does not apply fully to them, the following
analysis reveals reasons for the success of architectural firms in Jordan. This is
achieved through the use of a different analysis on each answer choice of the
questiormaire.
In the foUowing analysis, the correlation between each choice of answer
for every question dealing with architectural and fínandal success was
examined. When a positive significant correlation between a certain choice of
answer and architectural success was fotmd, that choice was considered as being
an appropriate response as to what Jordanian architectural and engineering
firms usually do in order to be architecturally successful. On the other hand,
when the same type of correlation with finandal success was fotmd, that choice
was considered as an example of what Jordanian architecttual and engineering
firms usually do in order to be financially successful.
104
105
Project Organizational Values
The foUowing is tiie analysis of the Project Organizational Values' part of
tiie questioruiaire. It identifies the patiis successful architectural firms in Jordan
usually take in managing and handling their projects.
1. Projects are delivered through:
A) flexible teams established and organized around each job. B) fixed studios. C) departments working arotmd spedfic phases of the project.
Architectural Success: Firms that selected answer choices (B) and (C)
reported higher levels of architectural success (70% chance of having higher
levels of success).
Finandal Success: Firms that selected answer choices (B) and (C)
reported higher levels of finandal success (60% chance of having higher levels of
success).
Figure 7.1 illusfrates the probabilities of achieving architecttual and
finandal success in relation to the answer choices of question (1).
-50%
CJB
a
Success Probability 0% 50% 100%
I Architectural Success 111} Financial Success
Figure 7.1 The ProbabUity of Success for Each Answer Choice
in Question 1-Projert Organizational Values
106 2. Project Decisions are:
A) made primarily by the design prindpal/partner. B) made primarily by project leader. C) standardized primarily for each project phase.
Architectural Success: Firms that selected answer choices (A) and (C)
reported higher levels of architectural success (70% chance of having higher
levels of success).
Financial Success: Firms that selected answer choice (C) reported higher
levels of finandal success (85% chance of having higher levels of success).
Figure 7.2 iUusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (2).
o
1-4
v>
a
Success Probabiliíy -100%
A
B
c;
-50% 0% 50% 100% -«^ -s.^ - ^
**h
*S >>. s.
I Architectural Succes s Ell Financial Succes s
Figure 7.2 The Probability of Success f or Each Answer Choice
in Question 2-Project Organizational Values
107 3. What is the criteria for hiring your professional staff?
A) Staff are selected from the best of recent graduates. B) Staff are selected to be frained for long term retention. C) Staff are selected for their experience.
Architectural Success: Firms tiiat selected answer choice (C) reported
higher levels of architectural success (70% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (C) reported higher
levels of finandal success (95% chance of having higher levels of success).
Figure 7.3 iUusfrates the probabUities of achieving architectural and
finandal success in relation to the answer choices of question (3).
-100%
o 5 B
t - l
% cn
a <^
Success Probability -50% 0% 50% 100%
I Architectural Succes s iHl Financial Succes s
Figure 7.3 The Probability of Success for Each Answer Choice
in Question 3—Project Organizational Values
108 4. The reputatíon and success of our fírm in attracting clients is
based upon:
A) irmovation. B) spedal expertise and technical skiUs. C) indusfry standard products.
Architectural Success: Firms tiiat selected answer choice (A) reported
higher levels of architectural success (70% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of finandal success (90% chance of having higher levels of success).
Figure 7.4 iUusfrates the probabiUties of achieving architectural and
finandal success in relation to the answer choices of question (4).
Success Probability -100% -50% 0% 50% 100%
o
(-1
$ v>
a
•"^^ — ía»
Architectuial Succes s ilil Financial Succes s
Figure 7.4 The Probability of Success for Each Answer Choice
in Question 4—Project Organizational Values
109 5. The majority of our clients have projects requiring:
A) innovative solutions. B) reliable solutions. C) standard solutions.
Architectural Success: Firms tiiat selected answer choice (C) reported
higher levels of architectural success (85% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of financial success (80% chance of having higher levels of success).
Figure 7.5 illusfrates the probabiUties of achieving architectural and
fínandal success in relation to the answer choices of question (5).
Success Probability -100% -50% 50%
o
i-i
<» a <,
í Architectural Succes s [113 Financial Succes s
Figure 7.5 The ProbabUity of Success f or Each Answer Choice
in Question 5-Project Organizational Values
110
6. The fee structure is based on:
A) fixed lump-sum. B) hourly rates. C) a percentage of consfruction cost.
Architectural Success: Ffrms tiiat seleded answer choice (A) reported
higher levels of architectural success (90% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of finandal success (90% chance of having higher levels of success).
Figure 7.6 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (6).
-100%
o
% v> a <^
-50% Success Probability
0% 50% 100%
:„•• ,;::,::. r r -t i i i i i i i i [ i i i m i i i i i i i i i i i i i i i i i [ i i i i t i i i i i i i i n t | . ^ J
I Architectural Succes s ÍEl Financial Succes s
Figure 7.6 The ProbabiUty of Success for Each Answer Choice
in Question 6-Project Organizational Values
111 7. Our fees, compared to other Jordanian fírms, are:
A) higher than average. B) average. C) lower than average.
Architectural Success: Firms that selected answer choice (A) reported
higher levels of architectural success (80% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (95% chance of having higher levels of success).
Figure 7.7 illusfrates the probabilities of achieving architectural and
financial success in relation to the answer choices of question (7).
-100% Success Probability
-50% 0% 50%
•'t'> tl'>'"•>>»*»•'
1 Architectural Succes s iSi Financial Succes s
100% — ^ .
^
Figure 7.7 The Probability of Success f or Each Answer Choice
in Question 7—Project Organizational Values
112 8. We primarily attribute our profit margin to:
A) high fees. B) the efficiency of our services. C) office standardization.
Archîtectural Success: Firms tiiat selected answer choice (A) reported
higher levels of architectural success (85% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (85% chance of having higher levels of success).
Figure 7.8 illusfrates the probabUities of achieving architectural and
finandal success in relation to the answer choices of question (8).
• 100% -50% Success Probability
0% 50% 100%
} Architectural Succes s Í S Financial Succes s
Figure 7.8 The Probability of Success for Each Answer Choice
in Question 8-Project Organizational Values
113 9. Our support staff consists primarily of:
A) inexperienced professionals. B) experienced professionals. C) paraprofessionals.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectural success (90% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of finandal success (80% chance of having higher levels of success).
Figure 7.9 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (9).
• 100% Success Probability
-50% 0% 50% 100%
I Architectuial Succes s Í H Financial Succes s
Figtire 7.9 The ProbabiUty of Success for Each Answer Choice
in Question 9-Project Organizational Values
114 Firm Organizational Valnes
The following is the analysis of the Firm Organizational Values' part of
the questíonnaire. It identífies the paths successful architectural firms in Jordan
usually take in managing and handling their firms.
10. Our fírm is organized as a:
A) proprietorship. B) partnership. C) corporatíon.
Architectural Success: Ffrms that selected answer choice (B) reported
higher levels of architectural success (90% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of fínandal success (90% chance of having higher levels of success).
Figure 7.10 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (1).
Success Probability -100% 50% 100%
o ÔB
a <,
1 Architectuial Succes s EH Financial Succes s
Figure 7.10 The Probability of Success f or Each Answer Choice
in Question 10—Firm Organizational Values
115 11. Our fírm has:
A) equal ownership. B) imequal ownership.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectural success (60% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of finandal success (99.5% chance of having higher levels of success).
Figure 7.11 iUusfrates the probabilities of achieving architecttiral and
finandal success in relation to the answer choices of question (2).
Success Probability -100% -50% 0% 50%
M A u .2 'o
6 CA
(33 <
m l . l l l l l l l - - l l l l i m [ [ l l l ' l ' " " ' • ' ^ • • i " i t n ii r ^
zs;
I Architectural Succes s Hil Financial Succes s
100%
Figure 7.11 The Probability of Success for Each Answer Choice
in Question 11-Firm Organizational Values
116 12. The fínn ownership is:
A) closely held tiurough Umited investors. B) broadly held through tmlimited investors. C) a sole proprietorship.
Architectural Success: Firms ti:iat selected answer choice (A) reported
higher levels of architectiual success (60% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (70% chance of having higher levels of success).
Figure 7.12 Ulusfrates the probabiUties of achieving architectural and
finandal success in relation to the answer choices of questíon (3).
-100%
u • 3 o
SB
t - l
v>
a <^
-50% Success Probability
0% 50%
\ Architectural Succes s Hil Financial Succes s
100%
Figure 7.12 The Probability of Success for Each Answer Choice
in Questíon 12—Firm Organizatíonal Values
117 13. The fírm's financial control is:
A) intemal. B) external. C) both internal and external.
Architectural Success: Firms that selected answer choice (C) reported
higher levels of architectural success (60% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of financial success (85% chance of having higher levels of success).
Figure 7.13 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (4).
-100%
o SB t- l
I v>
a <r.
Success Probability 50% 100%
••tmPt>HIHttHtWHIH('>">HH»M1tMtmiH'<'"t1^,^
1 Architectural Succes s Í H Financial Succes s
Figure 7.13 The ProbabUity of Success for Each Answer Choice
in Question 13—Firm Organizational Values
118 14. Offíce management dedsions are primarily based 6n:
A) autocratic dedsion making. B) democratic dedsion making. C) consensus decision making.
Architectural Success: Firms titat selected answer choice (A) reported
higher levels of architectural success (90% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (70% chance of having higher levels of success).
Figure 7.14 Ulusfrates the probabUities of achieving architecttual and
financial success in relation to the answer choices of question (5).
Figure 7.14
•100%
u • 3
o
v>
a <,
- 5 0 % Success Probability
0% 50% 100%
} Architectural Succes s Hll Financial Succes s
Figure 7.14 The Probability of Success f or Each Answer Choice
in Question 14-Firm Organizational Values
119 15. Our archîtects perceíve themselves as:
A) businessmen first and architects second. B) architects first and businessmen second.
Architectural Success: Firms that selected answer choice (A) reported
higher levels of architectural success (70% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (60% chance of having higher levels of success).
Figiue 7.15 iUusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (6).
• 100%
M A u o
6 t-i
I
Success Probability -50%
3 :
_ - «
I Architectural Succes s EH Financial Succes s
100%
Figtue 7.15 The Probability of Success for Each Answer Choice
in Question 15—Firm Organizational Values
120 16. Our fírm leaders make organizational decisions:
A) with input or collaboratíon from staff. B) without input or coUaboratíon from staff.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectural success (70% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of financial success (90% chance of having higher levels of success).
Figure 7.16 iUusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (7).
Success Probability •100% -50% 0% 50% 100%
M A u • 3 o
6 tH tn
tíB <
HIW*»w*tilllll*MH«IIIMHIIIIIIIIIIIIIilllllllirilllll SJH«.
izs;
I Architectural Succes s [Hi Financial Succes s
Figure 7.16 The Probability of Success for Each Answer Choice
in Question 16—Firm Organizational Values
17. Our staff is expected to stay in the fírm for a: 121
A) short duration. B) long duration.
AII the firms answered this question with the (B) choice, which resulted in
having not enough information to execute the analysis on the correlation
between architectural and financial success and whether answering with the (A)
or (B) choice.
Figure 7.17 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (8).
-100%
v> A u o
6 I3B
<
Success Probability -50% 0% 50% 100%
I ^ s
s
zs;
^ !: .
I Architectural Succes s Í H Financial Succes s
Figure 7.17 The ProbabiUty of Success for Each Answer Choice
in Question 17—Firm Organizational Values
122 18. Our staff's salaries are primarily:
A) higher than average. B) average. C) lower than average.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectural success (70% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (70% chance of having higher levels of success).
Figure 7.18 Ulusfrates the probabiUties of achieving architectural and
finandal success in relation to the answer choices of question (9).
•100%
u
.a o
$ v> a <,
-50% Success Probability
0% 50%
'"' r:
1 Architectural Succes s i H Financial Succes s
100%
Figure 7.18 The ProbabiUty of Success for Each Answer Choice
in Question 18—Firm Organizational Values
123 19. Our fírm has:
A) a formal marketing program. B) an informal marketing program.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectiual success (40% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of finandal success (60% chance of having higher levels of success).
Figure 7.19 illusfrates the probabiUties of achieving architectural and
fínancial success in relation to the answer choices of question (10).
-100%
w A u 'o
6 t ^
$ v> S3B <
Success Probability -50% 0% 50% 100%
i Architectural Succes s [ H Financial Succes s
Figure 7.19 The Probability of Success for Each Answer Choice
in Question 19—Firm Organizational Values
20. Who primarily markets your finn? 124
A) Prindpals/owners. B) Marketing professionals.
Architectural Success: Firms tiiat selerted answer choice (A) reported
higher levels of architectural success (40% chance of havmg higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of fínandal success (60% chance of having higher levels of success).
Figure 7.20 iUusfrates the probabiUties of achieving architectural and
finandal success in relation to the answer choices of question (11).
Success Probability -100%
v> A u Q
J3
swe
au
S
S
-50% 0% •V
k.,"" "" ^ N
50% 100%
^i
;í •^mmmm. íM ^mmm mmímmmMiÆM
| V
åi k<>::;.:;;:::::v:;:::::.:;::::::;::::::::x
s ^ I Architectural Succes s iHll Financial Succes s
Figtue 7.20 The Probability of Success for Each Answer Choice
in Question 20—Firm Organizational Values
21. Those who market the job: 125
A) continue in the development of the project. B) oversee the development of the project. C) are not involved in the development of the project.
Architectural Success: Firms that selected answer choice (C) reported
higher levels of architectural success {85% chance of having higher levels of
success).
Finandal Success: Firms that seleded answer choice (B) reported higher
levels of finandal success (80% chance of having higher levels of success).
Figure 7.21 Ulusfrates the probabilities of achieving architecttual and
finandal success in relation to the answer choices of question (12).
-100%
Ans
wer
Cho
ices
O
3
>
Success Probability -50% 0% 50% 100%
•^ — -^ —
^l 1
• " - . ^
• ^ ^ ^
^ ^ Architectural Succes s i H Financial Succes s
Figure 7.21 The Probability of Success for Each Answer Choice
in Question 21—Firm Organizational Values
126 22. In regard to marketing, we primarily use:
A) direct marketing. B) pubUc relations. C) design awards and the publication of our projects.
Architectural Success: Firms that selected answer choice (A) reported
higher levels of architectural success (70% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (60% chance of having higher levels of success).
Figure 7.22 iUusfrates the probabiUties of achieving architectural and
finandal success in relation to the answer choices of question (13).
-100%
u .2 o ÚB % v> a <^
Success Probability -50% 0% 50% 100%
I Architectural Succes s K i Financial Succes s
Figure 7.22 The Probability of Success f or Each Answer Choice
in Question 22—Firm Organizational Values
, 1 2 7 23. Initíal client contact comes primarily from:
A) the firm. B) the dients.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectural success (60% chance of having higher levels of
success).
Finandal Success: Firms that selected answer choice (A) reported higher
levels of finandal success (70% chance of having higher levels of success).
Figure 7.23 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (14).
-100%
M A
u 'o
6 u
I M CB <
-50% Success Probability
0% 50% 100% : :^
I Architectural Succes s ^2 Financial Succes s
Figure 7.23 The Probability of Success for Each Answer Choice
in Question 23—Firm Organizational Values
128 24. We reward our staff primarily with:
A) non-financial rewards. B) finandal rewards.
Architectural Success: Firms that selected answer choice (A) reported
higher levels of architectural success (40% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (60% chance of having higher levels of success).
Figure 7.24 illusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (15).
• 100%
v> A u .a o
d % v> C B
<
Success Probability -50% 0% 50% 100%
zs;
N ,
í l ^
\ Architectural Succes s 013 Financial Succes s
Figure 7.24 The ProbabiUty of Success for Each Answer Choice
in Question 24-Firm Organizational Values
129 25. The reward system indudes:
A) all our staff. B) only our senior staff.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architecttual success (90% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (A) reported higher
levels of finandal success (70% chance of having higher levels of success).
Figure 7.25 iUusfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (16).
-100% Success Probability
-50% 0% 50% 100%
i Architectural Succes s EH Financial Succes s
Figure 7.25 The Probability of Success for Each Answer Choice
in Question 25—Firm Organizational Values
26. Most of our clients: 130
A) want to be personaUy involved in tiie development of the project.
B) do not want to be personally involved in the development of the project.
Architectural Success: Firms that selected answer choice (B) reported
higher levels of architectural success (85% chance of having higher levels of
success).
Financial Success: Firms that selected answer choice (B) reported higher
levels of finandal success (70% chance of having higher levels of success).
Figure 7.26 iUusfrates the probabUities of achieving architectural and
finandal success in relation to the answer choices of question (17).
-100%
M A
u .a o
6 aB <
Success Probability -50% 0% 50% 100%
izs;
N
i Architectural Succes s i H Financial Succes s
Figure 7.26 The Probability of Success for Each Answer Choice
in Question 26—Firm Organizational Values
131 27. The firm evaluates accomplishment by focusing on:
A) how satisfied we were with the project. B) how well paid we were for the project.
Architectural Success: Firms that selected answer choice (A) reported
higher levels of architectural success (95% chance of having higher levels of
success).
Financial Success: Firms that seleded answer choice (B) reported higher
levels of fínandal success (70% chance of having higher levels of success).
Figure 7.27 illtisfrates the probabilities of achieving architectural and
finandal success in relation to the answer choices of question (18).
Success Probability 100%
r s —
I Architectural Succes s EH Financial Succes s
Figure 7.27 The Probability of Success for Each Answer Choice
in Question 27-Firm Organizational Values
132
There were six out of the Project Organizational Values' nine questions
and twelve out of the Firm Organizational Values' eighteen questions that had
similar answer choices leading to both architectural and finandal success. This
may lead to the condusion that the atfributes which lead to the achievement of
one form of success—architectural or finandal—most likely lead to the other.
Description of the Most Likely Architecturally Successful Firm in Tordan
From the previous analysis, a description of the management sfructure of
the most Ukely architecturally successful firm in Jordan may be derived. By
combining the information from the questionnaire with the higher chances of
being architecturally successful, the foUowing firm description of Project
Organizational Values and Firm Organizational Values was formed.
Projed Organizational Values
1. Projects are delivered through fixed studios or departments working
around spedfic phases of tiie project. {Seroice or Delivery)
1. Project dedsions are made primarily by tiie design prUidpal/partiier.
{Idea)
3. The criteria for hiring professional staff is by selecting staff for their
experience. (Delivery)
133
4. The reputation and success of the firm in atfracting dients is based
upon providing innovation. {Idea)
5. The majority of the firm's clients have projects requiring standard
solutions. {Delivery)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The ffrm primarily atfributes its profit margin to high fees. {Idea)
9. The firm's support staff consists primarUy of experienced
professionals. {Seroice)
Firm Organizational Values
1. The ffrm is organized as a partnership. {Business)
1. The firm has tmequal ownership. {Business)
3. The firm ownership is dosely held tiuough Umited investors.
{Business)
4. The firm's financial confrol is botii internal and external. {Business)
5. Office management dedsions are primarUy based on autocratic
dedsion making. {Business)
6. The firm's architects perceive themselves as businessmen first and
architects second. (Business)
134
7. The firm leaders make organizational dedsions without input or
coUaboration from staff. {Business)
8. The firm's staff is expected to stay in the firm for a long duration.
(Business)
9. The staff's salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
11. Prindpals/owners primarUy market the firm. {Practice)
12. Those who market the job are not involved in the development of the
project. (Business)
13. In regard to marketing, the firm primarily uses direct marketing.
(Business)
14. Initial client contad comes primarUy from tiie clients. {Practice)
15. The firm rewards staff primarUy with non-finandal rewards.
{Practice)
16. The reward system indudes only tiie senior staff. {Business)
17. Most of the firm's dients do not want to be personally involved in tiie
development of the project. {Business)
18. The firm evaluates accomplishment by focusing on how satisfied they
were with the project. {Practice)
135 Description of the Most Likely Finandally Successful Firm ín Tordan
From the previous analysis, a description of the management sfructure of
the most likely finandally successful firm in Jordan may be derived. By
combining the information from the questionnaire with the best chances of being
finandally successful, the following firm description of Project Organizational
Values and Firm Organizational Values was formed.
Project Organizational Values
1. Projects are deUvered through fixed studios or departments working
arotmd spedfic phases of the project. {Service or Delivery)
1. Project dedsions are standardized primarUy for each project phase.
{Delivery)
3. The criteria for hiring professional staff is by selecting staff for their
experience. (Delivery)
4. The reputation and success of the firm in atfracting dients is based
upon providing spedal expertise and technical skiUs. {Seroice)
5. The majority of the firm's dients have projects requiring reliable
solutions. {Service)
6. The firm's fee sfructure is based on hourly rates. {Seroice)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
136
8. The firm primarily atfributes its profit margin to high fees. {Idea)
9. The firm's support staff coitôists primarUy of experienced
professionals. {Seroice)
Firm Organizational Values
1. The firm is organized as a partnership. (Business)
I. The firm has tmequal ownership. {Business)
3. The firm ownership is dosely held through limited investors.
(Business)
4. The firm's finandal confrol is internal. {Practice)
5. Office management decisions are primarily based on autocratic
dedsion making. {Business)
6. The firm's architects perceive themselves as businessmen first and
architects second. {Business)
7. The firm leaders make organizational dedsions without input or
collaboration from staff. {Business)
8. The firm's staff is expected to stay in the firm for a long duration.
{Business)
9. The staff's salaries are primarUy higher tiian average. {Practicé)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
137
12. Those who market the job oversee the development of the project.
{Practice)
13. In regard to marketing, the firm primarily uses direct marketing.
{Business)
14. Initial dient contact comes primarily from the firm. {Business)
15. The firm rewards staff primarily with non-financial rewards.
{Practice)
16. The reward system includes all the staff. {Practice)
17. Most of the ffrm's dients do not want to be personally involved in the
development of the project. {Business)
18. The firm evaluates accomplishment by focusing on how well paid
they were for the project. (Business)
Table 7.1 iUusfrates the atfributes of Projed Organizational Values that
have positive and negative effects on both architectural and finandal success.
The atfributes of the Projed Organizational Values that were found to have a
positive effect on the achievement of architectural and financial success were
gathered in two columns, respectively. The atfributes of the Project
Organizational Values that were fotmd to have a negative effect on the
achievement of architecttiral and financial success were gathered in two
columns, respectively.
138 Table 7.1
Projed Organizational Values' Effect on the Achievement of Architectural and
Finandal Success Project Organizatíonal
Values Attributes
Project Deliveiy
Project Dedsions
Hiring Professionals
Firm Reputatíon
Client Projects Requiring
Fee Structure
Fees
Profit Strategy
Support Staff
Architectural Success
Positíve effect
Fixed stuciios and departments
By design principal/partner or standardized
For their experience
Innovatíon
•Standard solutions
•Fixed lump sum
•Higher that average
•High fees
•Experienced professionals
Negatíve effect
•flexible teams
•By project leader
To be trained for long-term retention
Special expertise and technical skills
Reliable solutions
•Percentage of construction cost
•Average
•Efficiency of services
• Paraprofessionais
Financíal Success
Positíve effect
Fixed studios and departments
•Standardized
•For their experience
•Special expertise and technical slcills
Reliable solutions
•Hourlyrates
•Higher that average
•Highfees
Experienced professionals
Negatíve effect
flexible teams
By project leader
To be trained for long-term retention
•Innovation
•Innovative solutions
•Percentage of construction cost
•Average
Efficiency of services
Inexperienced professionals or paraprofessionals
• The atfributes preceded by a buUet have a very significant effed on success-a probabUity of 85% or higher.
Table 7.2 iUusfrates tiie Firm Organizational Values tiiat have positive and
negative effects on both architectural and finandal success. The atfributes of the
Firm Organizational Values tiiat were fotmd to have a positive eff ect on tiie
achievement of architectioral and finandal success were gathered in two columns
respectively. The atfributes of the Firm Organizational Values that were fotmd
139
to have a negative effect on tiie achievement of architectural and finandal
success were gathered in two columns respectively.
Table 7.2 Firm Organizational Values' Effect on the
Achievement of Architecttiral and Finandal Success
Firm Organizatíonal
Values' Attributes
Firm Organizatíon
Ownership Distiibutíon
Firm Ownership
Financial Control
Office Management Dedsions
Self Perceptíon
Organizatíonal Dedsion Makíng
Staff Longevity
Salaries
Marketíng Program
Marketíng Responsíbility
Marketers Project Involvement
a i e n t Contact
Staff Rewards
Reward System
Client Involvement
Accomplishment Evaluatíon
Architectiu'al Success
Positíve
•Partnership
Equal
Closely held
Intemal and extemal
•Autcxxatic
Businesspersons
Without input from staff
•Longduratíon
Average
Informal
Principals/ owners
•Areno t involved in the project
From the client
Non-financial
•SeniorStaff
•Not personally involved
•Satisfactíon with project
Negatíve
•Proprietorship
Unequal
Proprietorship
Intemal
•Demcxrratic
Architects
with input from staff
Higher than average
Formal
Marketing professionals
Continue in the project
From the firm
Financial
•AU staff
•Personally involved
•Compensation for project
Finandal Success
Positíve
•Partnership
•Equal
Closely held
•Intemal
Autcxratíc
Businesspersons
•Without input from staff
•Long Duration
Higherthan average
Informal
Principals/ owners
Oversee the project development
From the firm
Non-financial
Allstaff
Not personally involved
Compensation for project
Negatíve
• Proprietorship
•Unequal
Proprietorship
•Intemal and extemal
Democratic or consensus
Architects
•with input from staff
Average
Formal
Marketing professionals
•Continue in the project
From the client
Financicil
Senior staff
Personally involved
Satisfaction with project
»The descriptions preceded by a buUet have the sfrongest effect on success-a probability of 85% or higher.
140
Discussion
This study was an attempt to find an altemative or a modification to the
SuperPositioning Mafrix to be appUed to Jordanian architectural and
engineering firms. It appears that the attributes that have a positive effect on the
achievement of architectural and finandal success for Jordanian firms are very
similar, such as project delivery, professional hiring, fees, profit sfrategy, firm
ownership, finandal confrol, firm management dedsion making, self perception,
staff longevity, marketing sfrategy, staff rewards, and cUent involvement in
project dedsions. This may lead to the conclusion that there is not a great
distinction between sfrategies of achieving architectural and financial success.
They both lead to the achievement of "success." A larger number of Jordanian
firms to be induded in this study in order to arrive, if possible, at a model that
can be applied to Jordanian architectural practices.
CHAPTERVIII
SUMMARY, CONCLUSIONS, AND
RECOMMENDATIONS
Summary
The ntunber of architectural and engineering firms in Jordan has
increased rapidly during the last decade. This increase caused problems among
the profession, particnalarly as the increase in the number of architectural and
engineering firms was not met with a similar increase in demand for services. In
a competitive market, firms were forced to reevaluate and resfructure the
methods in which they obtained projeds, often restUting in higher quality design
but lower profits. In this new market, the definition of success became more
complex, as the majority of the firms in this study reported greater architectural
success than finandal. Some firms may place architectural success above
financial reward, but whatever their ultimate goal, much could be learned by
studying their practices. This was the generating impulse for this thesis.
Because of the SuperPositioning Mafrix model's demand for consistency
in the methods of handling the organization of firms and their projects, this
suggested its application to Jordanian architectural and engineering firms as a
tool to evaluate performance and improve operation.
141
142
In order to obtain accurate information about architectural and
engineering firms in Jordan, it was a first thought tiiat the questionnaire which
represented tiie SuperPositioning Mafrix prindples of Weld Coxe be used.
However, The Coxe Group's original questionnaire was rejected by the
researcher because several studies carried out in the "Professional Practice"
course at Texas Tech University incUcated that it was not as successful as
antidpated in clearly positioning design professional firms on the
SuperPositioning Mafrix. Thus, as a part of this thesis research effort, a new
questionnaire was developed using The Coxe Group's questioimaire as a basis.
This questionnafre was administered to twenty Jordanian firms.
Throughout the implementatíon, it was apparent that some respondents faced
difficulties in comprehending the intended meanings of some of the English
terminology, and the questions had to be explained in Arabic. This raised the
possibility that the English terminology might not be as readily tmderstood by
the American professionals either. Therefore, it was decided to test it on Dallas
architectural firms of which the CoUege of Architecture at Texas Tech University
had previous knowledge. Graduate students had interviewed partners and
managers using general questions from the SuperPositiorúng Mafrix as a pilot
investigation to the management of architectural practice. Therefore, after
completing the research in Jordan, the questionnaire was executed on these four
architectural firms to examine the exactness of the English terminology, and to
143
ensure tiiat tiie questions wiU be dearly comprehensible by Western-English
speaking firms in future research activities.
By comparing the latest DaUas results obtained from the questionnaire
with tiie results arrived at through the graduate students' pilot study, it was
fotmd that the Jordanian questionnaire contained the correct terminology for
desCTÍbing management issues.
Condusions
From the analyses of this thesis research, it was established that the
SuperPositioning Mafrix can be appUed partially to Jordanian architectural and
engineering firms. The Project Organizational Values (Design Technologies)
could be appUed to Jordanian firms, but the Firm Organizational Values
(Organizational Values) were not appUcable. The faUure in the total application
may be caused by cultural and professional differences between Jordanian firms
and American firms, on which the model was established and developed. This
condusion was obtained through analyses that examined the correlation of
SuperPositioning with architectural and finandal success of Jordanian firms.
Additional analyses on the correlation of Project organizational Values and Firm
Organizational Values independentiy with architectural and finandal success
also supported this condusion.
144
One can condude that the consistency of project dedsions-Project
Organizational Values-has a major positive effect on firms' architectural and
fínandal success. The more the Jordanian architectural and engineering firms
concenfrated on coordinating their dients' needs and preferences, project
delivery methods, project decisions bases, firm and project staffing, and fee
sfructure, the more likely they were to be both architecturally and finandally
successful.
One can also condude that the more architectural and engineering firms
focused on one side of the Firm Organizational Values axis of the Mafrix, the
more likely they were to be less architecturally and finandaUy successfiU. The
less successful firms were more consistent with the Mafrix sfrategies concerning
organization sfructure, organizational dedsion making, planning, and
leadership management styles. The sfrong negative correlation between the
focusing on one side of the Firm Organizational Values axis and architecttual
and finandal success was the primary reason for the faUure of the overaU
SuperPositionLng Mafrix sfrategies to Jordanian firms.
There are issues approached by both Projed Organizational Values and
Firm Organizational Values. It is tiie added focus on tiie project side of tiiose
issues that has a major effect on tiie achievement of success. For example,
marketing is an issue approached by botii Organizational Values. According to
the findings of this research, it is important that firms focus on the project side of
145
marketing. In other words, if a firm is organized as an Idea firm, it is better to
focus on cUents with projeds requiring innovative solutions. Regarding Firm
Organizational Values, it may not make a difference whether the firm markets
formally or informally, or whether prindpals/partners/owners make the
marketing effort or whether marketing professionals are hired to do it.
The success of design prof essional firms is not a function of the focus on
the organization of the firm. Success usually depends on the firms' ability to
atfract dients and satisfy their needs.
Over-managing the firm does not serve the dient, the project, or sodety one bit better than tmder-management. As a matter of fact, some of the best work in the world is produced by the most under-managed firms. They have no sfrategic plan, in ttie business sense of the term. They have Uttie or no sfructured management. Their adminisfrators are off in the corner supporting the process of doing projects. The best firms are about doing projeds, and they do them very weU, very professionally.^
This research arrived at an tmexpected observation. The findings from
the Dallas firms appear to be similar to the ones from Jordan, and, thus, seem to
support the study on Jordanian firms. The added focus on Project
Organizational Values has a major positive effect on the achievement of success.
The Dallas firms that concenfrated on the project process and dient needs are the
ones that were very successful. At the same time, the Dallas firms reporting the
highest levels of success were not focused on the Firm Organizational Values
' Weld Coxe, "Reflections," interview by Gordon Simmons, Practices. Issue 1 (Spring 1992): 24.
146
axis of the Mafrix. This could lead one to conclude that the overaU
SuperPositioning Mafrix model may not be appUcable to American architectural
firms any more than Jordanian practices.
In an attempt to find an alternative or a modification to the
SuperPositioning Mafrix that could be applied to Jordanian architectural and
engineering firms, it was fotmd that the atfributes that have a positive effect on
the achievement of architectural and finandal success for Jordanian firms were
very simUar. Such atfributes include project delivery, professional hiring, fees,
profit sfrategy, firm ownership, finandal confrol, firm management dedsion
making, self perception, staff longevity, marketing sfrategy, staff rewards, and
dient involvement in project dedsions. The atfributes that lead to architectural
success are very similar to the ones that lead to finandal success. They lead to
the achievement of "success."
Recommendations
This analysis indicates a need f or modification of the SuperPositioning
Mafrix in order to be applicable to Jordanian architectural and engineering
firms. This would require a significant increase in the number of firms
participating in the study. Clearer frameworks for tiie successful management of
Jordanian firms should be reached tiirough further studies.
147
As this study raised questions of tiie overall vaUdity of the
SuperPositioning Mafrix model, furtiier studies should be conducted in the U.S.
and abroad. Since it was found that the SuperPositioning Mafrix could not be
applied fuUy to architectural firms in Jordan, further investigation may reveal
errors in the Mafrix. The faUure of the Mafrix to model success in Jordan may
not be due to professional and cultural dissimilarities between the U.S. and
Jordan.
This research also has important implications to the architectural and
engineering educational systems currentiy implemented in most architectural
and engineering schools worldwide. Architecture students should be taught the
importance of dients and their needs in design studios. They should also learn
and practice methods of communicating with clients. More course work dealing
with dient's needs and preferences is needed in early stages of the architectural
education. Presentiy, such issues are addressed mostiy in higher levels of
education. A few schools, such as Texas Tech University and University of
Cindnnati, infroduced management programs in their curricula, which indude
research into dient roles and the achievement of project and firm success. This
research has proven the significance of dients' roles in the achievement of
success. Architecture schools need to emphasize the importance of dients and
management in the practice of architecture.
148
In condusion. although the added focus on Project Organizational Values
and its positive effed on the achievement of success has been proven significant.
the overall SuperPositioning Mafrix model ís not fuUy applicable to architectural
and engineering firms.
BIBLIOGRAPHY
Adams, Harold L., AIA. Current Techniques in Architectural Practice. Robert AUan Class and Robert E. Koehler, editors. Washington, D.C: The American Institute of Architects, 1976.
Akel, Mufleh, Vice President of The Arab Bank. Interview by author, 17 Jtme 1992, Amman, Jordan. Written notation. The Arab Bank Headquarters, Amman
AI-Bishtawi, Hatem. "Reality and Challenges." The Tordanian Engineer's Magazine 49. Translated by autiior (October 1992): 26-31.
Blau, JudithR Architects and Firms: A Sodological Perspective on Architectural Practice. Cambridge: The MIT Press, 1987.
Coxe, Weld, Nina F. Harttmg, Hugh Hochberg, Brian J. Lewis, David H. Maister, Robert F. Mattox, and Peter A. Piven. Success Sfrategies For Design Professionals. St. Louis: McGraw-HiU Book Company, 1987.
Coxe, Weld. Marketing Architectural and Engineering Services. New York: Van Nosfrand Reinold Company, 1971.
Coxe, Weld, "Reflections." Interview by Gordon Simmons (University of Cindnnati Printing Services). Practices. no. 1 (Spring 1992): 23-29.
Cozby, PaulC. Methods in Behavioral Research. Mountain View, California: Mayfield PubUshing Company, 1989.
Cryer, Jonathan D. and Robert B. MiUer, Statistics for Business: Data Analysís and Modelling. Boston: PWS-KENT Publishing Company, 1991.
De MoII, Louis, FAIA. Current Techniques in Architectural Practice. Robert Allan Class and Robert E. Koehler, editors. Washington, D.C: The American Institute of Architects, 1976.
Fanek, Dr. Fahed, Jordanian economist. Interview by author, 2-3 January 1993, Amman, Jordan. Written notation. Dr. Fahed Fanek Accountants and Consultants Company, Amman.
149
150 Franklin, James R., FAIA. "Keys to Design ExceUence." hi: fri Search of Design
Excellence. Thomas Vonier, AIA, editor. Washington, D.C: The American Institute of Architects Press, 1989,1-56.
Guhnan, Robert. Architectural Practice: A Critical View. NewYork: Princeton Architectural Press, 1988.
Jordan Engineers Association Annual Report. Amman: The Jordan Engineers Assodation, 1992.
Jordan Engineers Assodation Regulations Handbook No. 15. Amman: Al-Dustotu Press, 1982.
Kaderlan, Norman. Designing Your Practice: A Principars Guide to Creating and Managing a Design Practice. St. Louis: Mc-Graw HiII, Inc, 1991.
Lapidus, Morris, FAIA. Current Techniques in Architectural Practice. Robert AUan Class and Robert E. Koehler, editors. Washington, D.C: The American Institute of Architects, 1976.
Laszlo, Ervin. The Systems View of The World. New York: George Braziller, Inc, 1972.
Lewis, Roger K. Architect? A Candid Guide to the Profession. Cambridge: The MIT Press, 1992.
Marar, Tawfeeq. "A Historic Glance on the Development of Engineering in Jordan." The Tordanian Engineer's Magazine 26. Translated by author (February 1982): 9.
Neter, John, WUliam Wasserman, and Michael H. Kutiier. Applied Linear Rpgression Models. Boston: Richard D. Irwin, Inc, 1989.
Rossman, WendeU E. The Effective Architect. Englewood Cliffs: Prentice-Hall, Inc, 1972.
Al-Shareef, Rawhi L. "The Importance of Merging Engineering Consulting Offices." The Tordanian Engineer's Magazine 49. Translated by author (October 1992): 18-32.
Sharp, Derek. The Business of Architecture Practice. Boston: BSP Professionai Books, 1987.
151 Stitt, Fred A., ed. Design Office Management Handbook. Santa Monica: Arts &
Architecture Press, 1990.
Woodward, Cynthia A. Human Resources Management for Design Professionals. Washington, D.C: The American Institute of Architects Press, 1990.
153
The Coxe Group Questionnaîre
1. Is the finn's ownership:
a. Closely held by members of the firm acting as a partnership?
b. Held by one or more outside investors?
c A broad partnership or broadly held corporation?
d. Closely confroUed internally with a corporate attitude?
e. A proprietorship or small partnership with approximately equal ownership?
f. A proprietorship or small partnership with unequal ownership?
2. How are fírm-wide decisions made?
a. By the dictates of a professionally oriented leader.
b. By the book, foUowing a one-time set of rules.
c By consensus of the owners or managers.
d. By the majority vote of confrolUng owners.
e. Benevolentiy, by the leader(s) after input and coUaboration of others.
f. Autocratically, by the dictates of a business-oriented leader.
154 3. How do staff?
a. We are largely a group of highly spedalized professionals with some lower-paid technical staff.
b. We have a few professionals plus a highly ttained stafr of paraprofessionals able to produce most of the fírm's work.
c We have many professionals and staff who are relatively well compensated and have been with the fírm for many years.
d. We have some specialized, high-level professionals who stay with the fírm and a large technical group that ttuns over frequentiy.
e. The brightest and best come to us, we ask a lot of them and expect that they wiU leave after a few years.
f. We recruit the best and the brightest; they often leave after a few years.
How does the fírm market?
a. The prindpals sell; others do the project work; we sometimes advertise.
b. We rely on sales representatives who are supported by advertising and competitive bidding.
c We have an active marketing program managed by a marketing professional. The prindpals partidpate actively by courting, dosing, and being involved in projects.
d. We organize arotmd a cenfraUzed marketing department (PR, marketing assistance, bird-dogs, etc). The marketing prindpal(s) seU(s); others largely do the project work.
e. Our clients come to us. We publish and seek awards to maintain visibility. We succeed without a formal marketing program.
f. Otu dients come to us. We pubUsh and seek awards; however, we have a planned marketing program.
155
5. How does the fírm primarily organize to deliver projed services and products?
a. Departmentally.
b. Clearly defíned assembly line process.
c Closer-doer-led design teams or studios.
d. Departments with project managers providing continuity on projects.
e. Design teams brought together on an ad hoc basis.
f. Fixed design teams or studios.
6. How are project-related decisions made?
a. Our work is primarily the result of the standard process; design dedsions are made by a lead designer.
b. Our designs are standardized, and solutions are largely decided by the dient.
c The projed manager or doser-prindpal who obtains and manages the projed makes the design dedsions.
d. The department head makes them.
e. The design prindpal makes them; each job is consdously made different.
f. The design prindpal makes them; successful solutions are often repeated.
156 7. What is the best route to achieve maximum rewards in your fírm
(however you define rewards)?
a. High monetary rewards through maximizing effíciency.
b. High monetary rewards through maximizing volume.
c Security for many—salary and benefíts, profít sharing, growth to ownership.
d. High monetary returns f or a few at the top by focusing on profítable activities.
e. Fame.
f. Fame and fortune.
8. What is the predominant pricing system in your firm?
a. Lump sum, getting as much as we can.
b. Successful bidding.
c Hourly, with upsets.
d. Hourly, open-end.
e. Higher hourly rates and/or mtUtipIes than competitors.
í. Higher lump sums with value-added premiums.
9. How would you describe the majority of your clients?
a. Volume developers or enfrepreneurs.
b. Natíonal chain clients with standardized buildmg requirements.
c Institutions.
d. Govemment or munidpal.
157 e. Pafrons in large and smaU organizations, and individual dients
seeking unique solutions.
f. Corporations, institutions, and agendes seeking unique expertise.
10. How would you rate the overall satisfadion of the principals and staff with the performance and success of the fírm? (Check one.)
Not satisfíed
X
Somewhat satisfíed
X Satiéfied
3( _.
Very satisfied
X —
Highly satisfied
X
159 THE POSITIONING AND SUCCESS OF JORDANIAN
ARCHITECTURAL AND ENGINEERING FIRMS
General Information:
1. Firm'sname:
2. Firm's estabUshment date:
3. Number of partners:
4. Ntunber of architects:
5. Number of other engineers:
6. Number of other architectural staff:
7. Number of architects at establishment date:
8. Number of architects two years after establishment:
9. Number of architects five years after establishment:
10. Ntunber of other engineers two years after estabUshment:
11. Number of other engineers five years after establishment:
12. Monthly payroll:
13. Number of projeds in the last year in business:
14. Volume of jobs in the last year (Meter^):
15. Address-P.O. Box Telephone # Fax# Contact Person:
160 Please arde tiie f oUowing witii títe answer tiiat best describes your firm:
I. ORGANIZATION CHARACTERISTICS OF DIFFERENT TECHNOLOGIES:
1. Projed Operating Structure:
A. Flexible teams organized around each projed.
B. Departments, studios, or teams led by hands-on project leaders.
C Departments working Uke an assembly line or specialized teams that focus on one projed type.
2. Project Decision Making:
A. Single authority or guru.
B. Prindpal-in-charge or department head.
C Most dedsions are standardized for each project spedalty.
3. Project Staffíng:
A. The best and the brightest.
B. Train and retain experience.
C Paraprofessionals.
4. What the Firm Sells:
A. Innovations—one-of-a-kind.
B. " We've been there before."
C Expert product.
161
5. Best Markets:
A. Anyone with a unique problem.
B. Instítutíons, pubUc agendes, and major corporatíons. C Developers (on all but largest, most complex projects), some
sectíons of government agendes, and corporations.
6. How to Charge:
A. Lump sum based on value.
B. Hourly, open end.
C Lump stim based on bid.
7. Profít Strategy:
A. Get highest-value premium.
B. Be good enough to get premium multiples.
C Be most effídent.
II. CHARACTERISTICS OF DIFFERENT ORGANIZATION VALUES:
1. Organization Structure:
A. Proprietorship or partnership with equal ownership among peers.
B. Corporate organization. Confrol closely held.
2. Decision-Making Process:
A. Consensus dedsions.
B. Hierarchical authority.
162
3. How to Plan:
A. FoUow opporttinities. Welcome new challenges. Do littie formal planning.
B. Planned goals and objectives.
4. How to Market:
A. Broad, participative marketing; home of the closer-doer.
B. Marketing is cenfrally directed. Marketing representatives are used to fínd leads. "Closers" hand most work to different "doers."
5. Best Qients:
A. Clients who want to be personaUy involved with the professional who is serving them, espedally institutions and enfrepreneurs (developers).
B. Mega-corporations and govemment; clients who delegate the work witíún their organizations.
6. Staffíng Strategy:
A. Recruit career-oriented professionals; promote from within. Low turnover; retain maximum experience.
B. Hire experienced staff on a project basis. Higher turnover; tenure only for core spedalists.
7. Profít Strategy:
A. Maximize rates by giving most value.
B. Seek lump sum fees. Maximize effídency.
163 8. Leadershîp-Management Style:
A. Focus on the professional quality of projects and long-term professional frends.
B. Foæs on adminisfration of the fírm; attentíon to detaUs; short interval results.
9. Potential Rewards:
A. Qualitatíve ("How did the project come out?")
B. Quantítatíve ("How did we do on the project?")
165 THE POSITIONING AND SUCCESS OF JORDANIAN
ARCHITECTURAL AND ENGINEERING HRMS
General Information:
1. Firm's name:
2. Ffrm's establishment date:
3. Number of partners:
4. Number of architects:
5. Number of other engineers:
6. Number of other architectural staff:
7. Number of architects at establishment date:
8. Number of architects two years after establishment:
9. Number of architects fíve y ears after estabUshment
10. Ntunber of other engineers two years after establishment:
11. Number of other engineers fíve years after estabUshment:
12. Monthly payroU:
13. Number of projects in the last year in business:
14. Volume of jobs in the last year (Meter^):
15. Address-P.O. Box Telephone # Fax# Contact Person;
166 Please drde the foUowing with tiie answer that best describes your fírm:
PARTI:
1. How is your fírm organized in resped to desîgn contrad?
A. Projects are delivered through flexible teams established and organized around each job.
B. Projects are delivered through project teams or stucUos, led by hands-on (involved personally in the process) project leaders (prindpals-in-charge).
C Projects are delivered through departments working like an assembly line or spedalized teams that foctis on one project type.
2. How are projed decision usually made?
A. Project decisions are made by a single authority (design prindpal).
B. Project dedsions are made by prindpals-in-charge of project teams or studios.
C Most projed dedsions are standardized for each project spedalty. Otherwise, project dedsions are made by department heads or partners-in-charge.
3. What is the criteria for hiring your professional staff?
A. Professionals are seleded from the best and the brightest of new graduates (inexperienced and bright people).
B. Professionals are frained and retained.
C Staff are recruited from experienced professionals and paraprofessionals (e.g., draftspersons, spedalized technidans, specificatíon writers, etc).
167
4. The reputation and success of our fírm in attracting clients is based upon:
A. The provision of innovatíon—one-of-a-kind problem solving.
B. The provision of spedal expertíse, technical skiUs, and commitment to give the job maximum attention.
C The provision of tested and expert products—standardized design produced on an assembly line.
How do you characterize most of your clients?
A. The majority of our dients are individuals with tmique problems—one-of-a-kind projects.
B. The majority of our dients are instítutíons, major corporatíons, and agendes with complex projects who demand reliable solutions.
C The majority of our dients are developers (on all projects except the largest and the most complex projects), some sectíons of govemment agendes, and corporatíons.
What is your usual fee-strudure?
A. We charge most of our dients by lump-sum based on value (of what we offer—quaUty design).
B. We charge most of our dients by hourly rates, open end.
C We charge most of our clients by lump-sum based on confract bid (percentage of consfructíon cost).
168 7. To which of the following do attribute your profít maigin?
A. Our profit sfrategy is by gettíng highest-value premium (get high rates for high value products).
B. Our profít sfrategy is by being good enough to get modorate rates for good produds and services.
C Our profít sfrategy is by being most effídent in using and allocatíng our resotuces and gettíng reasonable (lower) rates for the effídent delivery of quality products.
8. How do you staff projects?
A. Most of oiu fírm's work is executed by professionals.
B. Most of our fírm's work is executed by professionals and some paraprofessionals.
C Most of our fírm's work can be executed by highly frained staff of paraprofessionals.
PARTII:
1. How is your fírm organized?
A. Our fírm is organized as a proprietorship.
B. Our fírm is organized as a partnership.
C Our fírm is organized as a corporation.
2. Describe the ownership of your fírm.
A. Our fírm has equal ownership.
B. Our fírm has tmequal ownership.
169 3. How is ownership controlled in your fírm?
A. The firm is dosely held (limited investors).
B. The fírm is broadly held (tmlimited investors).
4. How is your fírm controlled?
A. Internally confroUed fírm.
B. Externally confroUed firm.
C Both internally and extemaUy confroUed firm.
5. Describe how the fírm's decisions are made.
A. Autocratic dedsion making process.
B. Democratic dedsion making process.
C Consenstis has to be reached in the dedsion making process.
6. Describe your fírm's leaders and top people.
A. Our leaders are professionaUy oriented (architecture practice is a part of the archited's Ufe).
B. Our leaders are business oriented (architecture practice is a means to make a living).
7. How are decisions made?
A. Dedsions are made by referring to a set of pre-established rules.
B. Dedsions are made by consensus of the owners and/or managers.
C Dedsions are made by the majority vote of confroUing owners.
170 8. How are decisions made?
A. Leaders make dedsions personally after input or collaboration from others.
B. Leaders make dedsions without the confribution of others.
9. With regard to length of employment, we have:
A. We have a relatively high staff turnover.
B. We have a relatively low staff turnover.
10. On average, how long do you expect your fírm's staff to stay?
A. Much of our staff is expected to leave the fírm after two or less years.
B. Much of our staff is expected to stay in the fírm for four or more years.
11. Describe the level of salaries for your fírm's employees.
A. On average, our staff is paid higher than other firms in the market.
B. On average, our staff is paid less than other fírms in the market.
12. How do your market your fírm?
A. We have a formal marketing program (spedaUzed employees for marketing).
B. We have no formal marketing program (depends on fadors other than marketing employees, such as reputation and personal connections).
171
13. How do you market your fírm?
A. Our prindpals seU (find prospective dients).
B. We have marketing professionals or marketing principals seU.
14. How involved are those who market after jobs enter the office?
A. The person who sells continues working on the job.
B. The person who seUs does not do the job (hands it to a designer).
15. What do you use for marketing?
A. We use advertising as a marketing tool.
B. We do not use advertising.
C We publish in professional magazines and seek awards in order to be well-known.
16. How do most of your clients choose your firm?
A. Most of our dients come looking for us.
B. We go looking for our clients.
17. How are the projects delivered?
A. The projeds are delivered through flexible design teams formed for each project.
B. The projects are delivered through fixed design teams.
172
18. Project-related decisions are made according to:
A. Standardized rules established in an office manual.
B. Personal judgement of project leaders.
19. Who makes project-related decisions?
A. Design dedsions mostiy are made by the project leader.
B. Design dedsions mostiy are dedded by the client.
20. How do you reward your staff?
A. We reward our staff mostiy by providing them with fame and self-esteem.
B. We reward otur staff mostiy by providing them with financial rewards.
21. We make profít through:
A. Maximizing rates by giving higher architectural value.
B. Maximizing effídency (effídent use of resources).
22. How do you reward your staff, and who does it include?
A. We provide our staff with security (salary and benefíts, profít sharing, or growth to ownership).
B. We provide a few of our staff at the top focusing on profitable activities with high firmncial returns.
173 23. Which of the following represents your attitudes toward fees? (what is
your fee strategy?)
A. We charge higher fees tiu-ough focusing on design quaUty.
B. We charge lower fees tíirough focusing on effidency (in resource use).
24. What kinds of clients does your fírm mostiy deal with?
A. Our best dients are the ones who want to be personally involved with the professional who is serving them, especiaUy institutions and enfrepreneurs (developers).
B. Our best dients are mega-corporations and government; dients who delegate the work within their organizations.
25. We evaluate accomplishment by focusing on:
A. How satisfíed we were with the finished project.
B. How well paid we were by the dient for this project.
26. What is your fírm's management main focus?
A. We focus more on the professional quality of the projects than on the adminisfration of the fírm.
B. We focus more on the adminisfration of the fírm than on the professional quality of the projects.
175 THE POSrnONING AND SUCCESS OF JORDANIAN
ARCHITECTURAL AND ENGINEERING H R M S
Gentiemen:
This questionnaire is part of the data-coUection process for a master's thesis titied "The Success For Jordanian Architectural/Engineering Firms-Positioning and Success." The purpose of this thesis is to evaluate architectural office performance in selected firms, one of which is your esteemed fírm. Through this evaluation, research wiU determine the extent to which management sfrategies are condudve toward achieving success, as you perceive it.
Management is urged to freat this questionnaire as a serious opportunity to benefít your fírm and help the evaluation process, to come up with the most appropriate recommendations, which can be implemented by your fírm. The fíndings of this research wiU be made available to you at your request.
The name of your fírm and all the information obtained wiU be sfrictiy confídential, and will not be revealed except in a coUective manner. Each firm will be assigned an identification letter, which only the firm concerned and the researcher will have access to.
Thank you for your kind cooperation in supporting this thesis which will hopefully be of benefit to the Jordanian architectural office performance in general and your firm in particular.
Sincerely
Mamoun Fahed Fanek CoUege of Architecture Texas Tech University Box 42091 Lubbock, TX 79409-2091 U. S. A.
176 THE POSITIONING AND SUCCESS OF JORDANIAN
ARCHITECTURAL AND ENGINEERING FIRMS
By: Mamoun F. Fanek CoUege of Architecture-Graduate School Texas Tech University Lubbock, Texas
General Information:
1. Information about the person responding to questionnaire: A. Name: B. Position: C Profession: D. University (Universities) attended:
F. Age: 2. Firm'sName: 3. Firm's Address: P.O. Box:
TeIephone#: Fax#:
4. Firm's establishment date: 5. Number of prindpals/partners: 6. Number of prindpals/partners who are architects: 7. Average age of partners:
(A) 20-29 (B) 30-39 (C) 40-49 (D) 50-59 (E) More tiian
60. 8. Number of architects in firm:
A. At establishment date: B. After two years of estabUshment:
C Now: 9. Number of other engineers:
A. At establishment date: B. After two years of establishment:
C Now:
177 10. Number of other professionals:
A. Interior designers: B. Landscape architects: COtiiers:
11. Number of paraprofessionals: A. Traditional draftspersons: B. CAD operators: C Cost estimators: D. Field inspectors: E.Otiiers:
12. Number of derical staff: A. Librarians: B. Secretaries: CCHhers:
13. Firm's gross annual income (JDs): 14. Monthly payroU (JDs): 15. Number of projects in-hand in the year 1992: 16. Consfruction cost of the biggest project in 1992 QDs): 17. Consfruction cost of the smallest project in 1992 QDs): 18. Total consfruction cost for all projects of first twelve months in business
QDs): (A) 0-100,000 (B) 100,000-500,000 (C) 500,000-1,500,000 (D) 1,500,000-4,000,000 (E) More tiian 4,000,000
19. Total consfruction cost for all projects of the year 1992 (JDs): (A) 0-100,000 (B) 100,000-500,000 (C) 500,000-1,500,000 (D) 1,500,000-4,000,000 (E) More tiian 4,000,000
20. Are interested in receiving a copy of the findings of this research:
(A) Yes (B) No
178
*** Please drde the foUowing witíi tície answer tiiat best describes your firm.
1. Projects are delivered through:
A) flexible teams established and organized around each job.
B) fixed studios.
C) departments working arotmd spedfic phases of the project.
2. Project decisions are:
A) made primarily by the design principal/partner.
B) made primarily by a project leader.
C) standardized primarUy for each project phase.
3. What is the criteria for hiring your professional staff?
A) Staff are seleded from the best of recent graduates.
B) Staff are selected to be frained for long-term retention.
C) Staff are selected for their experience.
The reputation and success of our firm in attracting clients is based upon providing:
A) innovation.
B) spedal expertise and technical skiUs.
C) indusfry standard products.
179 5. The majority of our dients have projects requiring:
A) innovative solutions.
B) reliable solutions.
C) standard solutions.
6. Our fee strudure is based on:
A) fixed lump-sum.
B) hourly rates.
C) a percentage of consfruction cost.
7. Our fee, compared to other Jordanian firms, are:
A) higher than average.
B) average.
C) lower than average.
8. We primarily attribute our profít margin to:
A) high fees.
B) the effídency of our services.
C) office standardization.
9. Our support staff consists primarily of:
A) inexperienced professionals.
B) experienced professionals.
C) paraprofessionals.
180
10. Our firm is organized as a:
A) proprietorship.
B) partnership.
C) corporation.
11. Our fírm has:
A) equal ownership.
B) imequal ownership.
12. The fírm ownership is:
A) dosely held through limited investors.
B) broadly held through unlimited investors.
C) a sole proprietorship.
13. The fírm's financial control is:
A) internal.
B) extemal.
C) both internal and external.
14. Offíce management decisions are primarily based on:
A) autocratic dedsion making.
B) democratic dedsion making.
C) consensus decision making.
181
15. Our architects perceive themselves as:
A) businessmen first and architects second.
B) ard tects first and businessmen second.
16. Our fírm leaders make organizational decisions:
A) with input or collaboration from staff.
B) without input or coUaboration from staff.
17. Our staff is expected to stay in the fírm for a:
A) short duration.
B) long duration.
18. Our staff's salaries are primarily:
A) higher than average.
B) average.
C) lower than average.
19. Our firm has:
A) a formal marketing program.
B) an informal marketing program.
20. Who primarily markets your fírm?
A) Principals/parhiers.
B) Marketing Professionals.
182 21. Those who market the job:
A) continue in the development of the project.
B) oversee the development of the project.
C) are not involved in the development of the project.
22. In regard to marketing, we primarily use:
A) direct marketing.
B) public relations.
C) design awards and the publication of our projects.
23. Initial client contact comes primarily from:
A) the fírm.
B) the dients.
24. We reward our staff primarily with:
A) non-fínandal rewards.
B) fínandal rewards.
25. The reward system includes:
A) all our staff.
B) only otir senior staff.
26. Most of our clients: 183
A) want to be personally involved in tiie development of tiie project.
B) do not want to be personally involved in tiie development of the project.
18. The fírm evaluates accomplishment by focusing on:
A) how satisfied we were with the project.
B) how weU paid we were for the project.
*** Please rate the foUowing:
1) My fírm's fínandal success.
2) My fírm's architectural success.
3) My fínandal success.
4) My architectural success.
5) My personal success. {optional)
Low 1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
High 4 5
4 5
4 5
4 5
4 5
Please rate the following (employees only):
Disagree 1) In my fírm I have a great deal of freedom in
doing my own work and in making my own dedsions.
2) If I had more autonomy than I have now, I would do a better job as an architect.
3) I wish I had more responsibility than I have now in my job as an architect.
4) I identify more closely with my profession, architecture, than with the fírm in which I work.
5) I have enough authority to do my job well.
6) I am very satisfíed when I compare my present job with similar jobs in other fírms.
2
2
3
3
Agree
2 3 4 5
2 3
4
4
5
5
2 3 4 5
185 LIST OF JORDANL^ HRMS
Arab Engineers.
ARCGROUP.
BUal Hammad Consultants.
Darb Engineering Consultants.
Engineering Consortium.
Group of design & Architectural Research.
Hajjiri & Alami Architects.
Jafar Tukan & Partners.
Jordania Consult.
Luai Khalaf Archited.
M. A. R. Jardaneh & Partners—Consulting Engineers.
Mawshotir.
Meddesign.
NabU Najjar Engineering Offíce.
Ruqn AI Handasa.
S. M. Dudin & A. Sh. AI Ard Architects & Engineers.
Shubeilat Badran Assodates.
Sigma Consulting Engineers.
Tibah Consultants.
Dr. Yaghmour & Assodates.
186 LIST OF DALLAS FIRMS
• Demarest & Assodates Architects, Inc
• Good FtUton & Farrell.
• HKS,Inc
• JPJ Architects.
188
Firms' Response to Quesfíonnaire:
1. Firm "A": The firm adopts Sfrong Idea Project Organizational Values
with some Delivery Values. The ratio between Idea : Service : DeUvery is 6:1:2.
As for Firm Organizational Values, the firm leans toward the Practice-centered
Business values. The ratio between Practice : Business is 10:8. This is a sfrong
indication that the firm is well f ocused in the Idea Values, and not well f ocused
in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are delivered through flexible teams established and organized
around each job. {Idea)
1. Project dedsions are standardized primarily for each project phase.
{Delivery)
3. The criteria for hiring professional staff: Staff are selected for their
experience. {Delivery)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's cUents have projects requiring irmovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
189
7. The fees, compared to otíier Jordanian firms, are higher tiian average.
{Idea)
8. The profit margin is primarily atfributed to high fees. {Idea)
9. The support staff consists primarUy of experienced professionals. {Service)
The firm's Firm Organizational Values can be desaibed as foUows:
1. The firm is organized as a partnership. (Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on autocratic dedsion
making. {Business)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long dtiration. {Business)
9. Staff's salaries are primarUy higher tiian average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Principals/owners primarUy market tiie firm. {Practice)
190
12. Those who market the job oversee the development of the project.
{Practice)
13. In regard to marketing, the firm primarily uses public relations. {Practicé)
14. Initial dient contact comes primarily from the clients. {Practice)
15. Staff are rewarded primarily with financial rewards. {Business)
16. The reward system indudes only the senior staff. {Business)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The ffrm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 5 {Very High)
Firm's finandal success: 4 {High)
191
2. Firm "B": The firm adopts Project Organizational Values somewhere
between Sfrong Idea and Sfrong Service Values. The ratio between Idea : Service
: Delivery is 5:4:0. As for Firm Organizational Values, tiie firm adopts clear
Practice-centered Business values. The ratio between Practice : Business is 15:3.
This is a sfrong indication that the firm is not well focused in the Idea Values,
and very well focused in the Practice-centered Business Firm Organizational
Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are delivered through flexible teams established and organized
around each job. {Idea)
1. Project dedsions are made primarUy by the design prindpal/partner.
{Idea)
3. The criteria for hiring professional staff: Staff are selected to be frained for
long-term retention. {Seroice)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-stim. {Idea)
7. The fees, compared to other Jordanian firms, are average. {Seroice)
192
8. The profit margin is primarily attributed to tite effidency of tiie firm's
services. {Service)
9. The support staff consists primarily of experienced professionals. {Seroice)
1
The firm's Firm Organizational Values can be described as foUows:
The firm is organized as a partnership. {Practice)
1. The firm has equal ownership. {Practice)
3. The firm ownership is closely held through limited investors. {Practice)
4. The firm's finandal confrol is internal. {Practice)
5. Office management decisions are primarUy based on democratic decision
making. {Practice)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. (Business)
9. Staff's salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
11. Prindpals/owners primarUy market the firm. {Practice)
12. Those who market the job continue in the development of the project.
{Practice)
193
13. In regard to marketing, the firm prúnarily uses public relations. {Practice)
14. Initial dient contact comes primarUy from the cUents. {Practice)
15. Staff are rewarded primarUy with finandal rewards. (Business)
16. The reward system includes all staff. {Practice)
17. Most of the firm's clients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accompUshment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 4 (High)
Firm's finandal success: 1 {Very Low)
194
3. Firm "C': The firm adopts Project Organizational Values somewhere
between Sfrong Service and Sfrong Idea Values. The ratio between Idea : Service
: DeUvery is 3:5:1. As for Firm Organizational Values, tiie firm adopts clear
Practice-centered Business values. The ratio between Practice : Business is 14:4.
This is a sfrong indication that the firm is not very weU focused in the Service
Technology, and very well focused in the Practice-centered Business Firm
Organizational Values.
The firm's Projed Organizational Values can be described as follows:
1. Projects are delivered through fixed studios. {Seroice)
1. Projed dedsions are made primarily by the design prindpal/partner.
{Idea)
3. The criteria for hiring professional staff: Staff are selected for their
experience. (Delivery)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Ideá)
5. The majority of the firm's dients have projects requiring reUable solutions.
{Service)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
7. The fees, compared to other Jordanian firms, are average. {Service)
195
8. The profit margin is primarily atfributed to the effidency of the firm's
services. {Service)
9. The support staff consists primarUy of experienced professionals. {Seroice)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Practice)
I. The firm has equal ownership. {Practice)
3. The firm ownership is dosely held through limited investors. {Practice)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on consensus dedsion
making. {Practice)
6. The firm's architects perceive themselves as businessmen first and
architects second. (BMSíness)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration {Business)
9. Staff s salaries are primarUy average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Principals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the projed.
{Practice)
196
13. In regard to marketing, the firm primarUy tises pubUc relations. {Practice)
14. Initial dient contact comes primarily from the cUents. {Practice)
15. Staff are rewarded primarUy with finandal rewards. {Business)
16. The reward system indudes all staff. {Practice)
17. Most of the firm's dients want to be personaUy involved in the
development of the project {Practice)
18. The firm evaluates accompUshment by foctising on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 4 {High)
Firm's finandal success: 3 {Average)
197
4. Firm "D": The firm adopts Sfrong Idea Projed Organizational Values
with very Uttíe Service Values. The ratío between Idea : Service : Delivery is
8:1:0. As for Firm Organizatíonal Values, the firm leans toward adopting
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 11:7. This is a sfrong indication that the
firm is very well focused in the Idea Technology, and not very well focused in
the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projeds are delivered through flexible teams established and organized
arotmd each job. {Idea)
2. Project dedsions are made primarily by the design prindpal/partner.
{Idea)
3. The criteria for hfring professional staff: Staff are selected to be frained for
long-term retention. {Seroicé)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Ideá)
5. The majority of the firm's dients have projects reqtUring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
198
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The profit margin is primarUy atfributed to high fees. {Idea)
9. The support staff consists primarily of inexperienced professionals. {Idea)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The firm's finandal confrol is intemal. {Practice)
5. Office management dedsions are primarily based on democratíc dedsion
making. {Business)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizatíonal dedsions without input and
collaboration from staff. {Business)
8. Staft are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
199
12. Those who market the job continue in the development of the project.
{Practicé)
13. In regard to marketing, the firm primarUy uses public relations. {Practice)
14. Initial client contact comes primarily from the dients. {Practice)
15. Staft are rewarded primarily with non-finandal rewards. {Practice)
16. The reward system includes aU staff. {Practice)
17. Most of the firm's dients want to be personaUy involved in the
development of the project (Practice)
18. The firm evaluates accompUshment by focusing on "how satisfíed we
were witii the project." {Practice)
Success:
Firm's architecttual success: 4 {High)
Firm's fínandal success: 4 {High)
200
5. Firm "E": The fírm adopts Projed Organizational Values somewhere
between Idea and Service, witii Uttie Delivery Values. The ratio between Idea :
Service : DeUvery is 4:3:2. As for Firm Organizational Values, tite fírm adopts
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 12:6. This is a sfrong indication that the
fírm is not well focused in any of the Project Organizational Values, although it
leans toward the Idea Values, and somewhat well focused in the
Practice-centered Business Firm Organizational Values.
The fírm's Project Organizational Values can be described as follows:
1. Projects are delivered through flexible teams established and organized
around each job. {Ideá)
1. Projed dedsions are made primarily by the design principal/partner.
{Idea)
3. The criteria for hiring professional staft: Staff are selected for their
experience. {Delivery)
4. The reputation and success of the fírm in atfracting dients is based upon
providing spedal expertise and technical skills. {Service)
5. The majority of the fírm's dients have projects requiring irmovative
solutions. {Idea)
201
6. The fírm's fee sfructiare is based on a percentage of consfruction cost.
{Delivery)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The profit margin is primarily atfributed to the efficiency of the firm's
services. {Seroice)
9. The support staff consists primarUy of experienced professionals. {Seroice)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Business)
1. The firm has tmequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The ffrm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on consensus dedsion
making. {Practicé)
6. The firm's architects perceive themselves as architects first and
btisinessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarUy higher than average. {Business)
202
10. The firm has an informal marketing program. {Practice)
11. Prindpals/owners primarUy market the fírm. {Practice)
12. Those who market the job contmue in the development of the project.
{Practice)
13. In regard to marketing, the fírm primarUy uses design awards and the
publication of the firm's projects. {Practice)
14. Initial dient contad comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system indudes all staff. {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 4 {High)
Firm's finandal success: 4 {High)
203
6. Firm "F": The firm adopts Sfrong Idea Project Organizational Values witii
some Service and Delivery Values. The ratio between Idea : Service: Delivery is
5:2:2. As for Firm Orgarúzational Values, the fírm leans toward adopting
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 11:7. This is a sfrong indication that the
firm is Somewhat well focused in the Idea Project Organizational Values, and
not very well focused in the Practice-centered Business Firm Organizational
Values.
The firm's Project Organizational Values can be described as follows:
1. Projects are delivered through flexible teams established and organized
arotmd each job. {Ideá)
1. Project dedsions are made primarUy by a project leader. {Seroicé)
3. The criteria for hiring professional staff: Staff are selected from the best of
recent graduates. {Idea)
4. The reputation and success of the firm in atfracting clients is based upon
providing indusfry standard products. {Delivery)
5. The majority of the firm's clients have projects requiring innovative
solutions. {Ideá)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
204
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The profit margin is primarily atfributed to the effidency of the firm's
services. {Service)
9. The support staff consists primarUy of paraprofessionals. (Delivery)
The firm's Firm Organizational Values can be described as foUows:
1. The ffrm is organized as a partnership. {Business)
2. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The firm's financial confrol is both internal and external. {Business)
5. Office management dedsions are primarily based on consensus dedsion
making. {Practice)
6. The fírm's architeds perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in tiie firm for a long duration. {Business)
9. Staff s salaries are primarily higher tiian average. {Business)
10. The firm has an informal marketing program. {Practice)
11. Prindpals/owners primarUy market tiie firm. {Practicé)
205
12. Those who market the job oversee the development of the project.
(Practice)
13. In regard to marketing, the firm primarily uses public relations. {Practice)
14. Initial dient contact comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system indudes aU staff. {Practice)
17. Most of the firm's cUents want to be personally involved in the
development of the project {Practicé)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were witii tiie project." {Practice)
Success:
Firm's architectural success: 4 {High)
Ffrm's finandal success: 3 {Average)
206
7. Firm "G": The firm adopts Sfrong Service Projed Organizational Values
with some Idea and Delivery Values. The ratio between Idea : Service : Delivery
is 2:6:1. As for Firm Organizational Values, the firm leans toward adopting
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 11:7. This is a sfrong indication that the
firm is well focused in the Service Project Organizational Values, and not very
well focused in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are deUvered through flexible teams established and organized
around each job. {Idea)
1. Projed dedsions are made primarUy by the design prindpal/partner.
{Idea)
3. The criteria for hiring professional staff: Staff are selected for thefr
experience. {Delivery)
4. The reputation and success of the firm in atfracting clients is based upon
providing spedal expertise and technical skiUs. {Seroice)
5. The majority of the firm's dients have projects requiring reliable solutions.
{Seroice)
6. The firm's fee sfructure is based on hourly rates. {Service)
7. The fees, compared to other Jordanian firms, are average. {Service)
207
8. The profit margUi is primarily atfributed to the effidency of tiie firm's
services. {Seroice)
9. The support staff consists primarily of experienced professionals. {Service)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. (Business)
4. The firm's finandal confrol is both intemal and external. {Business)
5. Office management dedsions are primarily based on consensus dedsion
making. {Practice)
6. The ffrm's architeds perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff's salaries are primarily average. (Business)
10. The firm has an informal marketUtg program. {Practice)
II. Prindpals/owners primarUy market tiie firm. {Practice)
12. Those who market the job continue in the development of the project.
{Practice)
208
13. In regard to marketing, the firm primarily uses pubUc relations. {Practice)
14. Initial client contact comes primarily from the cUents. {Practice)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system includes all staff. {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 5 (Very High)
Ffrm's finandal success: 4 {High)
209
8. Firm "H": The firm adopts Project Organizational Values somewhere
between Idea and Service with littie Delivery Values. The ratio between Idea :
Service : Delivery is 4:4:1. As for Firm Organizational Values, the firm leans
toward adopting Practice-centered Business values with a few Business-centered
Practice values. The ratio between Practice : Business is 10:8. This is a sfrong
indication that the firm is focused equally in the Idea or Service Project
Organizational Values, and not well focused in the Practice-centered Business
Firm Organizational Values.
The firm's Project Organizational Values can be described as follows:
1. Projeds are delivered through fixed studios. {Service)
1. Project dedsions are made primarily by the design prindpal/partner.
{Idea)
3. The criteria for hiring professional staff: Staff are selected from the best of
recent graduates. {Idea)
4. The reputation and success of the firm in atfracting cUents is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring standard
solutions. {Delivery)
6. The firm's fee sfructtire is based on fixed lump-sum. {Ideá)
7. The fees, compared to other Jordanian firms, are average. {Service)
210
8. The profit margin is primarUy atfributed to the effidency of the firm's
services. {Service)
9. The support staff consists primarily of experienced professionals. {Service)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on democratic dedsion
making. {Practice)
6. The firm's architects perceive themselves as businessmen first and
architects second. {Business)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in tiie firm for a long duration. {Business)
9. Staff s salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market tiie firm. {Practice)
12. Those who market tiie job continue in the development of the projed.
{Practice)
211
13. In regard to marketing, the firm primarily uses pubUc relations. (Practice)
14. Initial dient contact comes primarily from the firm. (Business)
15. Staff are rewarded primarily with finandal rewards. (Business)
16. The reward system indudes all staff. {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Ffrm's architectural success: 5 {Very High)
Firm's finandal success: 4 {High)
212
9. Firm "I": The firm adopts Sfrong Idea Project Organizational Values with
very littie Service Values. The ratio between Idea : Service : Delivery is 7:1:0. As
for Firm Organizational Values, the firm adopts clear Practice-centered Business
values. The ratio between Practice : Business is 13:5. This is a sfrong indication
that the firm is very well focused in the Idea Technology, and very well focused
in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are deUvered through flexible teams established and organized
around each job. {Idea)
1. Projed dedsions are made primarily by the design prindpal/partner.
{Idea)
3. The criteria for hiring professional staff: Staff are selected from the best of
recent graduates. {Idea)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
213
8. The firm does not a significant profit margin to be atfributed to anything.
{None)
9. The support staff consists primarUy of experienced professionals. {Seroice)
The firm's Firm Organizational Values can be described as foUows:
1. The firm is organized as a partnership. {Practice)
I. The firm has equal ownership. {Practice)
3. The firm ownership is closely held through limited investors. {Practicé)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on autocratic dedsion
making. {Business)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff's salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market tiie firm. {Practice)
12. Those who market the job oversee the development of the projed.
{Practice)
214
13. In regard to marketing, the fírm primarily uses design awards and the
publication of the fírm's projects. {Practice)
14. Initial dient contact comes primarily from the clients. {Practice)
15. Staff are rewarded primarily with fínandal rewards. (Business)
16. The reward system indudes only the senior staff {Business)
17. Most of the fírm's dients want to be personaUy involved in the
development of the project {Practice)
18. The fírm evaluates accompUshment by focusing on "how satisfíed we
were with the project." {Practice)
Success:
Firm's architectural success: 5 {Very High)
Firm's fínandal success: 3 {Average)
216
8. The profít margin is primarily atfributed to the effídency of the fírm's
services. {Seroice)
9. The support staff consists primarUy of paraprofessionals. {Delivery)
The ffrm's Firm Organizational Values can be described as foUows:
1. The fírm is organized as a partnership. (practice)
2. The fírm has equal ownership. (practice)
3. The fírm ownership is closely held through limited investors. (practice)
4. The fírm's fínandal confrol is both internal and external. {Business)
5. Offíce management dedsions are primarily based on autocratic dedsion
making. {Business)
6. The fírm's architects perceive themselves as architects fírst and
businessmen second. {Practice)
7. The fírm leaders make organizational dedsions with input and
coUaboration from staff {Practice)
8. Staff are expected to stay in the fírm for a long duration. (Business)
9. Staff s salaries are primarUy average. {Business)
10. The fírm has a formal marketing program. {Business)
11. Marketing professionals primarUy market the firm. (Business)
12. Those who market the job continue in the development of the project.
{Practice)
217
13. In regard to marketing, the fírm primarily uses direct marketing.
{Business)
14. Initial dient contact comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with fínandal rewards. (Business)
16. The reward system indudes all staff {Practice)
17. Most of the fírm's dients want to be personally involved in the
development of the project {Practice)
18. The ffrm evaluates accomplishment by focusing on "how satisfíed we
were with the project." {Practice)
Success:
Firm's architectural success: 4 {High)
Ffrm's fínandal success: 3 {Average)
218
11. Firm "K": The firm adopts Sfrong Idea Project Organizational Values
with some Service and Delivery Values. The ratio between Idea : Service :
Delivery is 6:2:1. As for Firm Organizational Values, the firm adopts dear
Practice-centered Business values. The ratio between Practice : Business is 15:3.
This is a sfrong indication that the firm is well focused in the Idea Project
Organizational Values, and very well focused in the Practice-centered Business
Ffrm Organizational Values.
The firm's Project Organizational Values can be described as follows:
1. Projeds are delivered through flexible teams established and organized
around each job. {Idea)
1. Projed dedsions are made primarily by the design principal/partner.
{Idea)
3. The criteria for hiring professional staff: Staff are selected from the best of
recent graduates. {Idea)
4. The reputation and success of the firm in atfracting cUents is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Ideá)
7. The fees, compared to other Jordanian firms, are average. {Seroice)
219
8. The profit margin is primarily atfributed to the effidency of the firm's
services. {Servicé)
9. The support staff consists primarily of paraprofessionals. (Delivery)
The firm's Firm Organizational Values can be descxibed as follows:
1. The firm is organized as a proprietorship. {practice)
I. The firm has equal ownership. (practice)
3. The firm ownership is a sole proprietorship. (practice)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on democratic dedsion
making. {Practicé)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarily average. {Business)
10. The firm has an informal marketing program. (Practicé)
II. Principals/owners primarUy market the firm. {Practice)
12. Those who market the job continue in the development of the project.
{Practice)
220
13. In regard to marketing, the firm primarily uses public relations. {Practice)
14. Initial client contad comes primarily from the cUents. {Practice)
15. Staff are rewarded primarily with financial rewards. (Business)
16. The reward system indudes all staff {Practice)
17. Most of the firm's cUents want to be personally involved in the
development of the project (Practice)
18. The firm evaluates accompUshment by focusing on "how satisfied we
were with the projed." {Practice)
Success:
Ffrm's architectural success: 3 {Average)
Fkm's finandal success: 3 {Average)
221
12. Firm "M": The firm adopts Sfrong Idea Project Organizational Values
witii some Service and Delivery Values. The ratio between Idea : Service :
Delivery is 6:2:1. As for Firm Organizational Values, tiie firm adopts
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 12:6. This is a sfrong indication that the
firm is well focused in the Idea Project Organizational Values, and somewhat
well focused in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are delivered through flexible teams established and organized
arotmd each job. {Idea)
1. Project decisions are standardized primarily for each project phase.
(Delivery)
3. The criteria for hiring professional staff: Staff are selected from the best of
recent graduates. {Ideá)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
222
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The profit margin is primarUy atfributed to the effidency of the firm's
services. {Seroice)
9. The support staff consists primarily of experienced professionals. {Service)
The firm's Ffrm Organizatíonal Values can be descxibed as follows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The firm's finandal confrol is intemal. {Practice)
5. Office management dedsions are primarily based on democratic decision
making. {Practice)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarUy average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarUy market tiie firm. (Practice)
223
12. Those who market the job continue ki the development of the projed.
(Practice)
13. In regard to marketing, the firm primarily uses design awards and the
publications of the firm's projects. {Practice)
14. Initial client contact comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system indudes all staff {Practicé)
17. Most of the firm's dients want to be personaUy involved in the
development of the project {Practice)
18. The firm evaluates accompUshment by focusing on "how satisfied we
were with the project." {Practicé)
Success:
Firm's architectural success: 4 {High)
Firm's finandal success: 4 {High)
224
13. Firm "N": The firm adopts Sfrong Idea Project Organizational Values
with some Service and Delivery Values. The ratio between Idea : Service :
Delivery is 6:2:1. As for Firm Organizational Values, the firm adopts
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 12:6. This is a sfrong indication that the
firm is well f ocused in the Idea Project Organizational Values, and somewhat
well focused in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are delivered through flexible teams established and organized
around each job. {Idea)
1. Project dedsions are made by the design prindpal/partner. {Idea)
3. The criteria for hfring professional staff Staff are selected to be frained for
long-term retention. {Seroice)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fíxed lump-sum. {Idea)
7. The fees, compared to other Jordanian fírms, are higher than average.
{Idea)
225
8. The profít margin is primarUy atfributed to office standardization.
{Delivery)
9. The support staff consists primarUy of experienced professionals. {Service)
The firm's Firm Organizational Values can be described as foUows:
1. The firm is organized as a proprietorship. {Practicé)
I. The firm has equal ownership. {Practicé)
3. The firm ownership is sole proprietorship. {Practice)
4. The firm's finandal confrol is both internal and external. {Business)
5. Office management dedsions are primarUy based on autocratic dedsion
making. (Business)
6. The firm's architects perceive themselves as architects ffrst and
businessmen second. (Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff's salaries are primarUy average. {Business)
10. The firm has an mformal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the project.
(Practice)
226
13. In regard to marketing, the firm primarily uses public relations. {Practice)
14. Initial dient contact comes primarily from the firm. {Business)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system indudes all staff {Practice)
17. Most of the firm's clients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 4 {High)
Firm's finandal success: 3 {Average)
227
14. Firm "O": The firm adopts Projed Organizational Values somewhere
between Idea and Service with littie Delivery Values. The ratio between Idea :
Service : Delivery is 4:4:1. As for Firm Organizational Values, the firm adopts
dear Practice-centered Btisiness values. The ratio between Practice : Business is
15:3. This is a sfrong indication that the firm is focused equally in the Idea or
Service Project Organizational Values, and very well focused in the
Practice-centered Business Firm Organizational Values.
The firm's Projed Organizational Values can be described as f oUows:
1. Projects are delivered through flexible teams established and organized
arotmd each job. {Idea)
1. Project dedsions are made by a project leader. {Seroice)
3. The criteria for hiring professional staff Staff are selected to be frained for
long-term retention. {Seroice)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on a percentage of consfruction cost.
{Delivery)
7. The fees, compared to other Jordanian firms, are average. {Service)
228
8. The profit margin is primarUy atfributed to the effidency of ttie firm's
services. {Service)
9. The support staff consists primarUy of inexperienced professionals. {Idea)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a proprietorship. {Practice)
2. The firm has equal ownership. {Practice)
3. The firm ownership is sole proprietorship. {Practicé)
4. The firm's financial confrol is internal. {Practice)
5. Office management dedsions are primarily based on democratic dedsion
making. {Practice)
6. The firm's architects perceive themselves as architeds first and
btisinessmen second. {Practice)
7. The firm leaders make organizational decisions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
11. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the project.
{Practice)
229
13. In regard to marketing, the firm primarily uses public relations. {Practice)
14. Initial client contact comes primarily from the cUents. {Practice)
15. Staff are rewarded primarily with non-financial rewards. {Practicé)
16. The reward system indudes only senior staff. (Business)
17. Most of the firm's clients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 4 {High)
Ffrm's finandal success: 2 {Low)
230
15. Firm "P": The firm adopts Sfrong Service Project Organizational Values
with some Idea and Delivery Values. The ratio between Idea : Service : Delivery
is 2:6:1. As for Firm Organizational Values, the firm leans toward adopting
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 10:8. This is a sfrong indication that the
firm is well focused in the Service Project Organizational Values, and not well
focused in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are delivered through flexible teams estabUshed and organized
arotmd each job. {Idea)
1. Project decisions are made by a projed leader. {Seroice)
3. The criteria for hiring professional staff Staff are selected for thefr
experience. (Delivery)
4. The reputation and success of the firm in atfracting dients is based upon
providing spedal expertise and technical skiUs. {Seroice)
5. The majority of the firm's dients have projects reqtUring reliable solutions.
{Seroice)
6. The firm's fee sfructure is based on hourly rates. {Seroice)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
231
8. The profit margin is primarUy atfributed to the effidency of tíie firm's
services. {Seroice)
9. The support staff consists primarUy of experienced professionals. {Service)
The firm's Firm Organizational Values can be described as foUows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is dosely held through limited investors. {Business)
4. The firm's finandal confrol is intemal. {Practice)
5. Office management decisions are primarily based on democratic decision
making. {Practice)
6. The firm's architects perceive themselves as architeds first and
businessmen second. {Practicé)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff {Practice)
8. Staff are expeded to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarUy higher than average. (Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job oversee the development of the project.
{Practice)
232
13. In regard to marketing, the firm primarily uses pubUc relations. {Practice)
14. Initial dient contact comes primarily from the firm. (Business)
15. Staff are rewarded primarily with finandal rewards. {Business)
16. The reward system indudes all staff {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accompUshment by focusing on "how well paid we
were for the project." (Business)
Success:
Firm's architectural success: 3 {Average)
Ffrm's finandal success: 4 {High)
233
16. Firm "R": The firm adopts Sfrong Service Project Organizational Values
with some Idea and Delivery Values. The ratio between Idea : Service : Delivery
is 2:6:1. As for Firm Organizational Values, the firm leans toward adopting
Practice-centered Business values with a few Business-centered Practice values.
The ratio between Practice : Business is 11:7. This is a sfrong indication that the
firm is weU focused in the Service Project Organizational Values, and not very
weU focused in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as foUows:
1. Projects are delivered through flexible teams estabUshed and organized
around each job. {Idea)
1. Project dedsions are made by design prindpal/partner. {Idea)
3. The criteria for hiring professional staff Staff are selected for their
experience. (Delivery)
4. The reputation and success of the firm in atfracting dients is based upon
providing spedal expertise and technical skiUs. {Seroice)
5. The majority of the ffrm's dients have projects requiring reUable solutions.
{Service)
6. The firm's fee sfructure is based on hourly rates. {Seroice)
7. The fees, compared to other Jordanian firms, are average. {Seroice)
234
8. The profit margin is primarUy atfributed to the effidency of the firm's
services. {Service)
9. The support staff consists primarily of experienced professionals. {Service)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is closely held through limited investors. {Business)
4. The firm's finandal confrol is mternal. {Practice)
5. Office management dedsions are primarily based on autocratic dedsion
making. (Business)
6. The firm's architects perceive themselves as architects first and
businessmen second. (Practice)
7. The firm leaders make organizational dedsions without input and
coUaboration from staff {Business)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarUy market the firm. (Practice)
12. Those who market the job oversee the development of the projed.
{Practice)
235
13. In regard to marketing, the firm primarily uses public relations. {Practice)
14. Initial dient contad comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with non-finandal rewards. {Practice)
16. The reward system indudes all staff {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 4 {High)
Ffrm's finandal success: 4 {High)
236
17. Firm "S": The firm adopts Project Organizational Values somewhere
between Sfrong Idea and Sfrong Service Values. The ratio between Idea : Service
: Delivery is 5:3:1. As for Firm Organizational Values, the firm adopts dear
Practice-centered Business values. The ratio between Practice : Business is 15:3.
This is a sfrong indication that the firm is not very well focused in the Idea
Values, and very well focused in the Practice-centered Business Firm
Organizational Values.
The firm's Project Organizational Values can be described as follows:
1. Projects are delivered through flexible teams established and organized
around each job. {Idea)
1. Project dedsions are made by design prindpal/partner. {Idea)
3. The criteria for hiring professional staff Staff are selected from the best of
recent graduates. {Idea)
4. The reputation and success of the firm in atfracting dients is based upon
provicUng innovation. {Idea)
5. The majority of the firm's cUents have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on a percentage of consfruction cost
(Delivery)
7. The fees, compared to other Jordanian firms, are average. {Seroice)
237
8. The profit margin is primarUy atfributed to the effidency of the ffrm's
services. {Service)
9. The support staff consists primarily of experienced professionals. {Seroice)
The firm's Firm Organizational Values can be described as foUows:
1. The firm is organized as a partnership. {Practice)
I. The firm has equal ownership. {Practice)
3. The firm ownership is closely held through Umited investors. {Practice)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on consensus dedsion
making. {Practice)
6. The firm's architeds perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff. {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarUy higher tiian average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market tiie firm. {Practice)
12. Those who market the job continue in the development of the project.
{Practice)
238
13. In regard to marketing, the firm primarily uses design awards and the
publication of the firm's projects. {Practicé)
14. Initial dient contact comes primarUy from the clients. {Practice)
15. Staff are rewarded primarily with financial rewards. {Business)
16. The reward system includes all staff {Practice)
17. Most of the firm's clients want to be personally involved in the
development of the project {Practicé)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." (Practice)
Success:
Firm's architectural success: 3 {Average)
Firm's finandal success: 2 {Loio)
239
18. Firm 'T': The firm adopts Sfrong Idea Project Organizational Values witín.
very littie Service Values. The ratio between Idea : Service : Delivery is 8:1:0. As
for Firm Organizational Values, the firm adopts clear Practice-centered Business
values. The ratio between Practice : Business is 15:3. This is a sfrong indication
that the firm is very well focused in the Idea Values, and very well focused in
the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as follows:
1. Projects are delivered through flexible teams established and organized
arotmd each job. {Idea)
1. Projed dedsions are made by design prindpal/partner. (IdeoL)
3. The criteria for hiring professional staff: Staff are selected from the best of
recent graduates. (Idea)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. (lãea)
5. The majority of the ffrm's dients have projects requiring innovative
solutions. (7dea)
6. The firm's fee sfructure is based on fixed Itunp-sum. {Idea)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The profit margin is prunarily atfributed to high fees. {Idea)
240
9. The support staff consists primarily of experienced professionals. {Seroice)
The firm's Firm Organizational Values can be described as foUows:
1. The firm is organized as a partnership. {Practice)
I. The firm has equal ownership. {Practice)
3. The firm ownership is dosely held through limited investors. {Practice)
4. The firm's finandal confrol is internal. {Practice)
5. Office management dedsions are primarily based on democratic decision
making. {Practice)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizational dedsions with input and
collaboration from staff {Practice)
8. Staff are expected to stay in the firm for a long duration. {Business)
9. Staff's salaries are primarily higher than average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the projed.
{Practice)
13. In regard to marketing, the firm primarily uses public relations. {Practice)
14. Initial dient contact comes primarily from the clients. {Practicé)
241
15. Staff are rewarded primarUy with finandal rewards. {Business)
16. The reward system includes all staff {Practice)
17. Most of the firm's dients want to be personally involved in the
development of the project {Practice)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practice)
Success:
Firm's architectural success: 5 (Very High)
Firm's finandal success: 4 {High)
242
19. Firm "U": The firm adopts Sfrong Idea Projed Organizational Values
with some Service and Delivery Values. The ratio between Idea : Service :
Delivery is 5:2:2. As for Firm Organizational Values, the firm leans toward
adopting Practice-centered Business values with a few Business-centered
Practice values. The ratio between Practice : Business is 11:7. This is a sfrong
indication that the firm is Somewhat well f ocused in the Idea Project
Organizational Values, and not very weU focused in the Practice-centered
Business Firm Organizational Values.
The firm's Projed Organizational Values can be described as foUows:
1. Projects are delivered through departments working around spedfic
phases of the projecf {Delivery)
1. Projed dedsions are made by design prindpal/partner. {Idea)
3. The criteria for hiring professional staff: Staff are selected for their
experience. {Delivery)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects reqtdring innovative
solutions. {Idea)
6. The firm's fee sfructure is based on fixed lump-sum. {Idea)
243
7. The fees, compared to otiier Jordanian firms, are higher titan average.
{Idea)
8. The profit margin is primarUy atfributed to the effidency of the firm's
services. {Seroicé)
9. The support staff consists primarily of experienced professionals. {Seroice)
The firm's Firm Organizatíonal Values can be described as foUows:
1. The ffrm is organized as a partnership. {Practice)
2. The firm has equal ownership. {Practice)
3. The firm ownership is a sole proprietorship. {Practice)
4. The firm's finandal confrol is intemal. (Practice)
5. Office management dedsions are primarily based on autocratíc dedsion
making. {Business)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practice)
7. The firm leaders make organizatíonal dedsions without input and
coUaboration from staff {Business)
8. Staff are expected to stay in the firm for a long duration. (Business)
9. Staff's salaries are primarily average. {Business)
10. The firm has an informal marketing program. {Practice)
11. Prindpals/owners primarily market the firm. {Practice)
244
12. Those who market the job are not involved in the development of the
project. {Business)
13. In regard to marketing, the firm primarily uses direct marketing.
{Business)
14. Initial dient contact comes primarily from the dients. {Practice)
15. Staff are rewarded primarily with non-fiitandal rewards. {Practice)
16. The reward system includes all staff. {Practicé)
17. Most of the firm's dients do not want to be personally involved in the
development of the project {Business)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." (Practice)
Success:
Firm's architectural success: 5 {Very High)
Firm's finandal success: 4 {High)
245
20. Firm "W": The firm adopts Sfrong Idea Project Organizational Values
with very Uttie Delivery Values. The ratio between Idea : Service : Delivery is
8:0:1. As for Firm Organizational Values, the firm adopts dear Practice-centered
Business values. The ratio between Practice : Business is 13:5. This is a sfrong
incUcation that the firm is very well focused in the Idea Values, and very weU
focused in the Practice-centered Business Firm Organizational Values.
The firm's Project Organizational Values can be described as follows:
1. Projeds are delivered through flexible teams established an organized
around each job. {Idea)
1. Project dedsions are made by design prindpal/partner. {Idea)
3. The criteria for hiring professional staff Staff are selected for their
experience. (Delivery)
4. The reputation and success of the firm in atfracting dients is based upon
providing innovation. {Idea)
5. The majority of the firm's dients have projects requiring innovative
solutions. {Idea)
6. The firm's fee sfructtue is based on fixed lump-sum. {Idea)
7. The fees, compared to other Jordanian firms, are higher than average.
{Idea)
8. The profit margin is primarily atfributed to high fees. {Idea)
246
9. The support staff consists primarUy of inexperienced professionals. {Idea)
The firm's Firm Organizational Values can be described as follows:
1. The firm is organized as a partnership. {Business)
I. The firm has unequal ownership. {Business)
3. The firm ownership is closely held through limited investors. (Business)
4. The firm's finandal confrol is internal. {Practicé)
5. Office management dedsions are primarily based on democratic dedsion
making. {Practice)
6. The firm's architects perceive themselves as architects first and
businessmen second. {Practicé)
7. The firm leaders make organizational dedsions with input and
coUaboration from staff {Practice)
8. Staft are expected to stay in the firm for a long duration. {Business)
9. Staff s salaries are primarUy average. {Business)
10. The firm has an informal marketing program. {Practice)
II. Prindpals/owners primarily market the firm. {Practice)
12. Those who market the job continue in the development of the project.
{Practicé)
13. In regard to marketing, the firm primarily uses pubUc relations. {Practice)
14. Initial client contact comes primarily from the dients. (Practice)
247
15. Staff are rewarded primarUy with non-finandal rewards. {Practice)
16. The reward system includes aU staff {Practice)
17. Most of the firm's clients want to be personally involved in the
development of the project {Practicé)
18. The firm evaluates accomplishment by focusing on "how satisfied we
were with the project." {Practicé)
Success:
Firm's architectural success: 4 {High)
Firm's finandal success: 3 {Average)
249
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