DESIGN AND BUDM 006

SINESS
MANAGEMENT

Lecture 1
DESIGN AND BUSINESS
MANAGEMENT

PREPARED BY:
MS.KOMLAVATHI
SCHOOL OF BUSINESS MARKETING
LECTURE 1:DESIGN AND BUSINESS MANAGEMENT

TOPIC OUTLINE

1.1 Design versus Art

1.2 What is management?

1.3 What is design management?

1.4 What do managers do?

1.5 Schools of thought on management

1.6 Management skills and roles

1.7 Changing nature of management

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1.1 Design versus Art

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1.1 Design versus Art
Art
Art has an emotional context.
Art sparks questions
Art has varied meanings that can
be different based on a persons
experiences and emotions.
Art is often an individual sport.
Art has meaning but is seldom
usable.
https://designshack.net/articles/art-vs-design-are-they-the-same-thing/
Design
Design must be comprehended and
understood.
Design projects aim to solve
problems or provide information.
Design communicates a distinct
message. Whether it is information
(as in the instance of graphic
design) or function, design is a
communication device.
Good design will engage a person
to do something such as sit in a
comfortably-designed chair or
display a direct message.
Design can be taught and learned.
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1.2 What is Management?

The process of coordinating work activities efficiently and effectively with or

through other people to achieve objective of an organization.

Doing Doing the

things right
right things

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1.1 What is Management?

Steve Jobs founded Apple Computer but was

then pushed out of the company and later
returned as Apples Interim President. Upon his
return, Jobs was able to revive the dying
company by raising morale, reducing costs,
revamping the distribution system and
innovating new products.

You can see that Steve Jobs was able to revive the company that was heading for
disaster by applying efficient and effective management systems to attain
Apple Computers organizational goals.

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1.3 Design Management

Design
Design Management
Management

Noun (an outcome)

Product, services,
interiors, building
and digital media
And
Verb (activity): Need to be
designing (people managed
centered, problem
solving process)

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1.3 Design Management

Finance
The term business in Marketing
the context of design
and business
Strategic
Planning

Non-design activities
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1.3 Design Management

Design Management is a Business Discipline.

Design management is used to :

Develop and maintain in a business environment in which an organization can

achieve its strategic goals through design, and by establishing and managing
and efficient and effective system.

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1.3 Design Management

Design management also link design, innovation, technology,

management and customers to provide competitive advantage across
the triple bottom line:
economic,
social/cultural
environmental factors.

It is the art and science of empowering design to enhance collaboration

and synergy between design and business to improve design
effectiveness.

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Activity

1.Define management and design management.

2.a) Explain why efficiency and effectiveness are important to

management.
b) Between efficiency and effectiveness, which one is more
important in terms of performance?

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1.4 What do managers do?

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1.4 What do managers do?

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1.5 Schools of thought on management
Management Schools
Classical School
Scientific Management
Administration Management
Bureaucratic Management
Behavioral School
Human Relation
Behavioral Science
Quantitative School
Management Science
Operations Management
Management Information System
Systems School
Contingency School
Beginning Date Emphasis
Managing workers and organizations
1880s more efficiently.
1940s
1920s
Understanding human behavior in the
1930s organization
1950s
Increasing quality of managerial
1940s decision-making through the
1940s application of mathematical and
1950s-1970s statistical methods.
1950s Understanding the organization as a
system that transforms inputs into
outputs while in constant interaction
with its environment.
1960s Applying management principles and
processes as dictated by the unique
characteristics of each situation.
Source from: http://www.referenceforbusiness.com/management/Log-
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1.5 Schools of thought on management

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1.6 Management skills and roles

Robert Katz has classified the essential skills of Managers into 3 categories:
Conceptual, human and technical skills

Skills Needed at Different Management Levels

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1.6 Management skills and roles

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1.6 Management skills and roles

Management Roles Approach ( Henry Mintzberg)

Management roles are divided into three categories: interpersonal, informational,

and decisional roles.

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1.6 Management skills and roles

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1.6 Management skills and roles

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1.6 Management skills and roles

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1.6 Management skills and roles

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ACTIVITY
Identify each of the managerial activities as part of one of the three role
categories:
a. Interpersonal role
b. Informational role
c. Decisional role

___ 1. The manager discusses the new union contract with union
representatives.

___ 2. The manager shows an employee how to fill out a form.

___ 3. The manager reads The Wall Street Journal while having coffee first
thing in the morning.

___ 4. The manager develops new total quality management (TQM) techniques.

___ 5. The sales manager discusses a complaint with a customer.

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AREAS OF DESIGN MANAGEMENT

Product design.
The manager here will be looking at managing all functions related to product
development and release and securing relationships with other business units
to facilitate this. (User-centered approach)

Brand design.
Responsibilities here are for brand experience, developing touch points, and
creating reliable, trustworthy perspectives that are strongly recognizable to
clients.

Service design.
The flip side to product design and something that is becoming increasingly
importance with the rise of the product-service hybrid.(Customer-centered
approach)

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AREAS OF DESIGN MANAGEMENT- CONT

Business design.
Business design is an emerging concept its the understanding that businesses
can be designed to operate more efficiently and effectively.

Engineering design.
Engineering design is more concerned with technological outputs than other
disciplines of design be it a technological process (such as manufacturing) or
technological artifacts (such as a system).

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WHERE DOES DESIGN MANAGEMENT FALL WITHIN BUSINESSES?

Design managers will find themselves operating in businesses with one of these
strategic orientations:
Product-driven companies.

In this instance its likely that the majority of design will fall within the
companys research and development function.
Market-driven companies.

In these businesses design is likely to belong within the marketing

department.
Brand-driven companies.

These companies will often place design within the corporate

communications department.

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organisational
strategy and personnel and practice and
culture and projects author / source
purpose organisation process
presence
strategy and
N/A N/A projects N/A Topalian, 1980[90]
purpose
strategy and policy human resources N/A projects N/A Oakley, 1984[91]
N/A N/A N/A N/A process Hetzel, 1998[98]
human and material
strategy and policy N/A N/A N/A Blaich, 1998[99]
resources
organisation and information
strategy projects N/A Chung, 1998[94]
TASK OF human resources resources

DESIGN strategy
purpose
and
human resources organisation culture projects
process, practice
and support
Powell, 1998[100]

MANAGER human resources,

organisational process, tools and
strategy and vision organisational N/A Joziasse, 2000[95]
culture methodologies
structure
information and
structure, finance, communication, link project
strategy, planning evaluation de Mozota, 2003[86]
human resources to R&D, link to management
branding

people and
projects, planning
structure,
strategy and policy and scheduling,
investment and process planning,
formation, goals, communication implementation, Cooper, 1995[96]
finance, training evaluation
targets, objectives monitoring,
and learning,
documentation
resourcing

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References

1. Best,K, 2015, Design Management: Managing design Strategy, Process and

Implementation, Bloombury Publishing

2. Lussier, R.N. (2006), Management Fundamentals Concepts, Applications

and Skills Development. 3/E, Thomson South-Western.

3. Management - The New Workplace: Richard L. Daft & Dorothy

Marcic (2009) 6th Edition, South-Western Cengage Learning

Reference Text.

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Reflective Journal Activity

By this time in your life, each of you has had to work with individuals in

managerial positions or maybe you were the manager, either through work

experiences or through other organizational experiences (social,

hobby/interest, religious, and so forth).

What do you think makes some managers better than others?

Are there certain characteristics that distinguish good managers?

Discuss your experiences with managersgood and bad.

Draw up a list of the characteristics of those individuals you felt were

good managers.

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