Segovia, Spain

Architectural Management and Design

Master's
Language: EnglishStudies in English
Subject area: engineering and engineering trades
Language: English
University website: www.ie.edu
Design
Design is the creation of a plan or convention for the construction of an object, system or measurable human interaction (as in architectural blueprints, engineering drawings, business processes, circuit diagrams, and sewing patterns). Design has different connotations in different fields (see design disciplines below). In some cases, the direct construction of an object (as in pottery, engineering, management, coding, and graphic design) is also considered to use design thinking.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Design
People think it's this veneer — that the designers are handed this box and told, 'Make it look good!' That's not what we think design is. It's not just what it looks like and feels like. Design is how it works.
Steve Jobs (2003), as quoted in Rob Walker, "The Guts of a New Machine", The New York Times Magazine, 30 November 2003
Design
The urge for good design is the same as the urge to go on living. The assumption is that somewhere, hidden, is a better way of doing things.
Attributed to Harry Bertoia, Knoll Design, p. 66 in: Carlotte & Peter Fiell (2005) 1000 Chairs. Introduction
Management
Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?
Wheeler L. Baker, Crisis Management: A Model for Managers (1993), p. 6
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