THE POSITIONING AND SUCCESS OF JORDANIAN …

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




IX



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



7.14 The Probability of Success for Each Answer Choice in Questíon 14—FLrm Organizatíonal Values 118







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





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


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


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


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


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


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.


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


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.


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


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.


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


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.


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


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'


r = 0.25127

í* = 1.1014.


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.


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'


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


Financial Success: The correlation between the rank of SuperPositioning

and fírms' fínandal success is determined as follows:

r = -0.02327

t* = -0.0988.


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


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


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.


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)



firm's services. {Seroice)


{Service)

93

As for the firm's Firm Organizational Values, tiiey can be described as

foUows:


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


7. The firm leaders make organizational dedsions with input and



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


18. The firm evaluates accomplishment by focusing on "how satisfied


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


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)



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)


firm's services. {Seroicé)


{Seroice)


foUows:

1. The firm is organized as a corporation. (Business)


3. The firm ownership is a sole proprietorship. {Practicé)


5. Offíce management dedsions are primarily based on autocratic

dedsion making. {Business)



97


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)


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)


17. Most of the firm's dients want to be personaUy involved in the


18. The firm evaluates accompUshment by focusing on "how satisfied


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


99

4. The reputation and success of the firm in atfracting dients is based

upon providing spedal expertise and technical skUIs. {Service)


solutions. {Seroice)

6. The firm's fee sfructure is based on hourly rates. {Service)



firm's services. {Service)


{Seroice)


follows:



3. The firm ownership is dosely held through limited investors.

{Business)


5. Office management dedsions are primarily based on consensus

dedsion making. {Practice)



100

7. The firm leaders make orgarúzational dedsions with input and


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)



project. {Practice)


(Business)

14. Initial dient contad comes primarily from the firm. {Business)

15. Staff are rewarded primarUy with finandal rewards. {Business)


17. Most of the firm's dients want to be personally involved in the


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.


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


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


Figure 7.3 iUusfrates the probabUities of achieving architectural and


-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


success).

Financial Success: Firms that selected answer choice (B) reported higher


Figure 7.4 iUusfrates the probabiUties of achieving architectural and


Success Probability -100% -50% 0% 50% 100%

o

(-1

$ v>

a

•"^^ — ía»

Architectuial Succes s ilil Financial Succes s



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


success).


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


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


success).



Figure 7.6 illusfrates the probabilities of achieving architectural and


-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


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


success).

Financial Success: Firms that selected answer choice (A) reported higher



financial success in relation to the answer choices of question (7).


-50% 0% 50%

•'t'> tl'>'"•>>»*»•'

1 Architectural Succes s iSi Financial Succes s

100% — ^ .

^



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


success).



Figure 7.8 illusfrates the probabUities of achieving architectural and


• 100% -50% Success Probability

0% 50% 100%

} Architectural Succes s Í S Financial Succes s



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


success).





• 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


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


success).


levels of fínandal success (90% chance of having higher levels of success).



Success Probability -100% 50% 100%

o ÔB

a <,

1 Architectuial Succes s EH Financial Succes s


in Question 10—Firm Organizational Values

115 11. Our fírm has:

A) equal ownership. B) imequal ownership.



success).


levels of finandal success (99.5% chance of having higher levels of success).

Figure 7.11 iUusfrates the probabilities of achieving architecttiral and


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%


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).



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 <^


0% 50%

\ Architectural Succes s Hil Financial Succes s

100%


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


success).





-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


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


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



119 15. Our archîtects perceíve themselves as:

A) businessmen first and architects second. B) architects first and businessmen second.



success).



Figiue 7.15 iUusfrates the probabilities of achieving architectural and


• 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


120 16. Our fírm leaders make organizational decisions:

A) with input or collaboratíon from staff. B) without input or coUaboratíon from staff.



success).





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



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.



-100%

v> A u o

6 I3B

<


I ^ s

s

zs;

^ !: .

I Architectural Succes s Í H Financial Succes s



122 18. Our staff's salaries are primarily:

A) higher than average. B) average. C) lower than average.



success).



Figure 7.18 Ulusfrates the probabiUties of achieving architectural and


•100%

u

.a o

$ v> a <,


0% 50%

'"' r:

1 Architectural Succes s i H Financial Succes s

100%



123 19. Our fírm has:

A) a formal marketing program. B) an informal marketing program.


higher levels of architectiual success (40% 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 <


i Architectural Succes s [ H Financial Succes s



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).





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


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


Figure 7.21 Ulusfrates the probabilities of achieving architecttual and


-100%

Ans

wer

Cho

ices

O

3

>


•^ — -^ —

^l 1

• " - . ^

• ^ ^ ^

^ ^ Architectural Succes s i H Financial Succes s



126 22. In regard to marketing, we primarily use:

A) direct marketing. B) pubUc relations. C) design awards and the publication of our projects.



success).





-100%

u .2 o ÚB % v> a <^


I Architectural Succes s K i Financial Succes s



, 1 2 7 23. Initíal client contact comes primarily from:

A) the firm. B) the dients.



success).

Finandal Success: Firms that selected answer choice (A) reported higher




-100%

M A

u 'o

6 u

I M CB <


0% 50% 100% : :^

I Architectural Succes s ^2 Financial Succes s



128 24. We reward our staff primarily with:

A) non-financial rewards. B) finandal rewards.



success).





• 100%

v> A u .a o

d % v> C B

<


zs;

N ,

í l ^

\ Architectural Succes s 013 Financial Succes s



129 25. The reward system indudes:

A) all our staff. B) only our senior staff.


higher levels of architecttual success (90% chance of having higher levels of

success).






-50% 0% 50% 100%

i Architectural Succes s EH Financial Succes s



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.



success).



Figure 7.26 iUusfrates the probabUities of achieving architectural and


-100%

M A

u .a o

6 aB <


izs;

N

i Architectural Succes s i H Financial Succes s



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.



success).

Financial Success: Firms that seleded answer choice (B) reported higher


Figure 7.27 illtisfrates the probabilities of achieving architectural and


Success Probability 100%

r s —

I Architectural Succes s EH Financial Succes s



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


upon providing innovation. {Idea)

5. The majority of the firm's clients have projects requiring standard

solutions. {Delivery)


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)


1. The ffrm is organized as a partnership. {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


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)


11. Prindpals/owners primarUy market the firm. {Practice)

12. Those who market the job are not involved in the development of the

project. (Business)


(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



upon providing spedal expertise and technical skiUs. {Seroice)


solutions. {Service)

6. The firm's fee sfructure is based on hourly rates. {Seroice)


{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)


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)


5. Office management decisions are primarily based on autocratic



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)



137

12. Those who market the job oversee the development of the project.

{Practice)


{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.

APPENDIXA

THE COXE GROUP QUESTIONNAIRE

152

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

APPENDIX B

PHASE (1) OF THE DEVELOPED QUESTIONNAIRE

158

159 THE POSITIONING AND SUCCESS OF JORDANIAN


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?")

APPENDIX C

PHASE (2) OF THE DEVELOPED QUESTIONNAIRE

164


ARCHITECTURAL AND ENGINEERING HRMS


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.

APPENDIX D

HNAL FORM OF THE DEVELOPED

QUESTIONNAIRE

174

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.



By: Mamoun F. Fanek CoUege of Architecture-Graduate School Texas Tech University Lubbock, Texas


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.


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

APPENDIX E

A LIST OF THE HRMS PARTICIPATING

IN THE THESIS RESEARCH

184

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.

APPENDIXF

JORDANIAN ARCHITECTURAL AND

ENGINEERING HRMS' RESPONSES

TO THE QUESTIONNAIRE

187

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)



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)


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)


5. Office management dedsions are primarily based on autocratic dedsion

making. {Business)





8. Staff are expected to stay in the firm for a long dtiration. {Business)

9. Staff's salaries are primarUy higher tiian average. {Business)


II. Principals/owners primarUy market tiie firm. {Practice)

190


{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)


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.




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)



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)


5. Office management decisions are primarUy based on democratic decision

making. {Practice)





8. Staff are expected to stay in the firm for a long duration. (Business)



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


18. The firm evaluates accompUshment by focusing on "how satisfied we


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


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


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)




providing innovation. {Ideá)

5. The majority of the firm's dients have projects requiring reUable solutions.

{Service)


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)


5. Office management dedsions are primarily based on consensus dedsion

making. {Practice)


architects second. (BMSíness)



8. Staff are expected to stay in the firm for a long duration {Business)

9. Staff s salaries are primarUy average. {Business)


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)





18. The firm evaluates accompUshment by foctising on "how satisfied we


Success:

Firm's architectural success: 4 {High)


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.


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)


providing innovation. {Ideá)

5. The majority of the firm's dients have projects reqtUring innovative

solutions. {Idea)


198


{Idea)

8. The profit margin is primarUy atfributed to high fees. {Idea)

9. The support staff consists primarily of inexperienced professionals. {Idea)


1. The firm is organized as a partnership. {Business)



4. The firm's finandal confrol is intemal. {Practice)

5. Office management dedsions are primarily based on democratíc dedsion

making. {Business)



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)



199


{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)


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



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


The fírm's Project Organizational Values can be described as follows:


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


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)


{Idea)

8. The profit margin is primarily atfributed to the efficiency of the firm's

services. {Seroice)






4. The ffrm's finandal confrol is internal. {Practice)


making. {Practicé)


btisinessmen second. {Practice)


coUaboration from staff {Practice)


9. Staff s salaries are primarUy higher than average. {Business)

202


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)





18. The firm evaluates accomplishment by focusing on "how satisfied we


Success:



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



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:


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)


204


{Idea)


services. {Service)

9. The support staff consists primarUy of paraprofessionals. (Delivery)


1. The ffrm is organized as a partnership. {Business)

2. The firm has unequal ownership. {Business)


4. The firm's financial confrol is both internal and external. {Business)


making. {Practice)

6. The fírm's architeds perceive themselves as architects first and




8. Staff are expected to stay in tiie firm for a long duration. {Business)

9. Staff s salaries are primarily higher tiian average. {Business)


11. Prindpals/owners primarUy market tiie firm. {Practicé)

205


(Practice)

13. In regard to marketing, the firm primarily uses public relations. {Practice)




17. Most of the firm's cUents want to be personally involved in the

development of the project {Practicé)


were witii tiie project." {Practice)

Success:


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



firm is well focused in the Service Project Organizational Values, and not very

well focused in the Practice-centered Business Firm Organizational Values.


1. Projects are deUvered through flexible teams established and organized


1. Projed dedsions are made primarUy by the design prindpal/partner.

{Idea)

3. The criteria for hiring professional staff: Staff are selected for thefr


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)


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)




3. The firm ownership is dosely held through limited investors. (Business)

4. The firm's finandal confrol is both intemal and external. {Business)


making. {Practice)

6. The ffrm's architeds perceive themselves as architects first and





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)


{Practice)

208

13. In regard to marketing, the firm primarily uses pubUc relations. {Practice)

14. Initial client contact comes primarily from the cUents. {Practice)


16. The reward system includes all staff. {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.


1. Projeds are delivered through fixed studios. {Service)

1. Project dedsions are made primarily by the design prindpal/partner.

{Idea)



4. The reputation and success of the firm in atfracting cUents is based upon


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)


210

8. The profit margin is primarUy atfributed to the effidency of the firm's

services. {Service)







5. Office management dedsions are primarily based on democratic dedsion

making. {Practice)


architects second. {Business)



8. Staff are expected to stay in tiie firm for a long duration. {Business)



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)






Success:

Ffrm's architectural success: 5 {Very 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.


1. Projects are deUvered through flexible teams established and organized


1. Projed dedsions are made primarily by the design prindpal/partner.

{Idea)






solutions. {Idea)



{Idea)

213

8. The firm does not a significant profit margin to be atfributed to anything.

{None)





3. The firm ownership is closely held through limited investors. {Practicé)



making. {Business)









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


18. The fírm evaluates accompUshment by focusing on "how satisfíed we


Success:


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


7. The fírm leaders make organizational dedsions with input and


8. Staff are expected to stay in the fírm for a long duration. (Business)


10. The fírm has a formal marketing program. {Business)

11. Marketing professionals primarUy market the firm. (Business)


{Practice)

217

13. In regard to marketing, the fírm primarily uses direct marketing.

{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


18. The ffrm evaluates accomplishment by focusing on "how satisfíed we


Success:


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


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.


1. Projeds are delivered through flexible teams established and organized


1. Projed dedsions are made primarily by the design principal/partner.

{Idea)



4. The reputation and success of the firm in atfracting cUents is based upon



solutions. {Idea)

6. The firm's fee sfructure is based on fixed lump-sum. {Ideá)


219


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)



making. {Practicé)







10. The firm has an informal marketing program. (Practicé)

II. Principals/owners primarUy market the firm. {Practice)


{Practice)

220


14. Initial client contad comes primarily from the cUents. {Practice)

15. Staff are rewarded primarily with financial rewards. (Business)


17. Most of the firm's cUents want to be personally involved in the

development of the project (Practice)


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



firm is well focused in the Idea Project Organizational Values, and somewhat





1. Project decisions are standardized primarily for each project phase.

(Delivery)


recent graduates. {Ideá)




solutions. {Idea)


222


{Idea)


services. {Seroice)


The firm's Ffrm Organizatíonal Values can be descxibed as follows:





5. Office management dedsions are primarily based on democratic decision

making. {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)


16. The reward system indudes all staff {Practicé)




were with the project." {Practicé)

Success:



224

13. Firm "N": The firm adopts Sfrong Idea Project Organizational Values


Delivery is 6:2:1. As for Firm Organizational Values, the firm adopts



firm is well f ocused in the Idea Project Organizational Values, and somewhat





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





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)



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)




9. Staff's salaries are primarUy average. {Business)

10. The firm has an mformal marketing program. {Practice)



(Practice)

226


14. Initial dient contact comes primarily from the firm. {Business)







Success:



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


The firm's Projed Organizational Values can be described as f oUows:



1. Project dedsions are made by a project leader. {Seroice)

3. The criteria for hiring professional staff Staff are selected to be frained for





solutions. {Idea)

6. The firm's fee sfructure is based on a percentage of consfruction cost.

{Delivery)


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)


1. The firm is organized as a proprietorship. {Practice)


3. The firm ownership is sole proprietorship. {Practicé)

4. The firm's financial confrol is internal. {Practice)


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







{Practice)

229


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)





Success:


Ffrm's finandal success: 2 {Low)

230

15. Firm "P": The firm adopts Sfrong Service Project Organizational Values





firm is well focused in the Service Project Organizational Values, and not well

focused in the Practice-centered Business Firm Organizational Values.


1. Projects are delivered through flexible teams estabUshed and organized


1. Project decisions are made by a projed leader. {Seroice)

3. The criteria for hiring professional staff Staff are selected for thefr




5. The majority of the firm's dients have projects reqtUring reliable solutions.

{Seroice)



{Idea)

231

8. The profit margin is primarUy atfributed to the effidency of tíie firm's

services. {Seroice)







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)



8. Staff are expeded to stay in the firm for a long duration. {Business)

9. Staff s salaries are primarUy higher than average. (Business)




{Practice)

232


14. Initial dient contact comes primarily from the firm. (Business)





18. The firm evaluates accompUshment by focusing on "how well paid we

were for the project." (Business)

Success:

Firm's architectural success: 3 {Average)


233

16. Firm "R": The firm adopts Sfrong Service Project Organizational Values





firm is weU focused in the Service Project Organizational Values, and not very

weU focused in the Practice-centered Business Firm Organizational Values.


1. Projects are delivered through flexible teams estabUshed and organized


1. Project dedsions are made by design prindpal/partner. {Idea)

3. The criteria for hiring professional staff Staff are selected for their




5. The majority of the ffrm's dients have projects requiring reUable solutions.

{Service)



234


services. {Service)





3. The firm ownership is closely held through limited investors. {Business)

4. The firm's finandal confrol is mternal. {Practice)


making. (Business)


businessmen second. (Practice)

7. The firm leaders make organizational dedsions without input and

coUaboration from staff {Business)




II. Prindpals/owners primarUy market the firm. (Practice)

12. Those who market the job oversee the development of the projed.

{Practice)

235


14. Initial dient contad comes primarily from the dients. {Practice)

15. Staff are rewarded primarily with non-finandal rewards. {Practice)






Success:



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


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






3. The criteria for hiring professional staff Staff are selected from the best of



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)


237

8. The profit margin is primarUy atfributed to the effidency of the ffrm's

services. {Service)





3. The firm ownership is closely held through Umited investors. {Practice)



making. {Practice)






9. Staff s salaries are primarUy higher tiian average. {Business)




{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)




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.




1. Projed dedsions are made by design prindpal/partner. (IdeoL)


recent graduates. (Idea)


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)


{Idea)

8. The profit margin is prunarily atfributed to high fees. {Idea)

240





3. The firm ownership is dosely held through limited investors. {Practice)


5. Office management dedsions are primarily based on democratic decision

making. {Practice)




collaboration from staff {Practice)


9. Staff's salaries are primarily higher than average. {Business)



12. Those who market the job continue in the development of the projed.

{Practice)


14. Initial dient contact comes primarily from the clients. {Practicé)

241


16. The reward system includes all staff {Practice)





Success:

Firm's architectural success: 5 (Very High)


242

19. Firm "U": The firm adopts Sfrong Idea Projed Organizational Values


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)





5. The majority of the firm's dients have projects reqtdring innovative

solutions. {Idea)


243

7. The fees, compared to otiier Jordanian firms, are higher titan average.

{Idea)


services. {Seroicé)


The firm's Firm Organizatíonal Values can be described as foUows:

1. The ffrm is organized as a partnership. {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)



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)




244

12. Those who market the job are not involved in the development of the

project. {Business)


{Business)


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)


were with the project." (Practice)

Success:



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.


1. Projeds are delivered through flexible teams established an organized



3. The criteria for hiring professional staff Staff are selected for their





solutions. {Idea)

6. The firm's fee sfructtue is based on fixed lump-sum. {Idea)


{Idea)

8. The profit margin is primarily atfributed to high fees. {Idea)

246

9. The support staff consists primarUy of inexperienced professionals. {Idea)




3. The firm ownership is closely held through limited investors. (Business)

4. The firm's finandal confrol is internal. {Practicé)


making. {Practice)


businessmen second. {Practicé)



8. Staft are expected to stay in the firm for a long duration. {Business)





{Practicé)


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)




were with the project." {Practicé)

Success:



APPENDIXG

TABLE OF THE PERCENTILES OF THE

í DISTRIBUTION TEST

248

249

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THE POSITIONING AND SUCCESS OF JORDANIAN …

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