From Frederick Taylor’s theory of Scientific Management, to the Organizational Culture Reform Movement leaded by individuals such as Peter Drucker and Tom Peters, each management school has tried to explain the efficiency and effectiveness of organizations. Nowadays, in the context of increasing economic competition, social expectation, and cultural understanding, the organizational culture reform movement recognizes design as a key element of cultural change, aiming at bringing innovations to organizations and having a positive impact in the experience of all of those served by them. The study of the design management field shows how organizations have first used design as a differentiation tool, then as a tool for creative problem solving, and lately to innovate in meanings and develop new visions. The Design Management Institute describes design-centric organizations as the ones that commit to design as an integral part of their business strategy, regarding it as a tactical, organizational and strategic driver. Previous studies show that the founders of organizations play an essential role in shaping their organizations’ culture. Moreover, that the successful diffusion of design in companies depends highly on the CEO’s commitment. The aim of the analysis is to explore how the different adoptions of design, its principles and methodologies by the founders of design-centric organizations have influenced the diffusion of a design culture within them. The founders and CEOs of these companies will be classified according to their adoption of design, and the ways in which this adoption helped to shape their companies’ structures, practices and culture will be discussed and compared. A second aim of this thesis is to propose managerial practices for managers in non-design-centric organizations, drawn from the literature and its relationship with our analysis, in order to face wicked problems, build empathy and help their employees to find purpose in their companies.
Dalla teoria del management scientifico di Frederick Taylor, al movimento della riforma della cultura organizzativo guidato da individui come Peter Drucker e Tom Peters, ogni scuola di management ha cercato di spiegare l'efficienza e l'efficacia delle organizzazioni. Oggi, nel contesto di una crescente concorrenza economica, di aspettative sociali e di cambio culturale, il movimento della riforma della cultura organizzativa riconosce il design come elemento fondamentale del cambiamento culturale, mirando a portare innovazioni alle organizzazioni e ad avere un impatto positivo nell'esperienza di tutti questi serviti da loro. Lo studio del campo di design management mostra come le organizzazioni hanno prima utilizzato il design come strumento di differenziazione, dopo come strumento per risolvere i problemi creativi, e recentemente per innovare nei significati e sviluppare nuove visioni. Il Design Management Institute descrive le organizzazioni design-centric come quelle che si impegnano a prendere il design come parte integrante della loro strategia aziendale, considerandola come un driver tattico, organizzativo e strategico. Studi precedenti mostrano che i fondatori delle organizzazioni svolgono un ruolo essenziale nella formazione della cultura delle loro aziende. Inoltre, che l'efficace diffusione del design nelle aziende dipende fortemente dall'impegno del CEO a portarla avanti. L'obiettivo dell'analisi è quello di esplorare come le diverse adozioni del design, dei suoi principi e delle metodologie da parte dei fondatori delle organizzazioni design-centric hanno influenzato la diffusione di una cultura del design all'interno di essi. I fondatori e gli amministratori delegati di queste società saranno classificati in base alla loro adozione del design e saranno discussi e confrontati i modi in cui questa adozione ha contribuito a modellare le strutture, le pratiche e la cultura delle loro società. Un secondo obiettivo di questa tesi è quello di proporre pratiche manageriali per i dirigenti di organizzazioni non-design-centric, tratte dalla letteratura e dal suo rapporto con la nostra analisi, per affrontare i wicked problems, costruire l'empatia e aiutare i loro dipendenti a trovare scopi nel loro aziende.
Design & organizations. Exploring how the adoption of design by managers can influence their organizations
ARCIDIACONO CARRACEDO, FRANCO;BESTANI MOUKARZEL, ALEJANDRO JUAN
2016/2017
Abstract
From Frederick Taylor’s theory of Scientific Management, to the Organizational Culture Reform Movement leaded by individuals such as Peter Drucker and Tom Peters, each management school has tried to explain the efficiency and effectiveness of organizations. Nowadays, in the context of increasing economic competition, social expectation, and cultural understanding, the organizational culture reform movement recognizes design as a key element of cultural change, aiming at bringing innovations to organizations and having a positive impact in the experience of all of those served by them. The study of the design management field shows how organizations have first used design as a differentiation tool, then as a tool for creative problem solving, and lately to innovate in meanings and develop new visions. The Design Management Institute describes design-centric organizations as the ones that commit to design as an integral part of their business strategy, regarding it as a tactical, organizational and strategic driver. Previous studies show that the founders of organizations play an essential role in shaping their organizations’ culture. Moreover, that the successful diffusion of design in companies depends highly on the CEO’s commitment. The aim of the analysis is to explore how the different adoptions of design, its principles and methodologies by the founders of design-centric organizations have influenced the diffusion of a design culture within them. The founders and CEOs of these companies will be classified according to their adoption of design, and the ways in which this adoption helped to shape their companies’ structures, practices and culture will be discussed and compared. A second aim of this thesis is to propose managerial practices for managers in non-design-centric organizations, drawn from the literature and its relationship with our analysis, in order to face wicked problems, build empathy and help their employees to find purpose in their companies.File | Dimensione | Formato | |
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https://hdl.handle.net/10589/135163