畢 業(yè) 論 文 （ 設(shè) 計 ） 用 紙 附錄 1 應(yīng)如何設(shè)計管理 Beach Leo 編 如果設(shè)計是要做出戰(zhàn)略性的差異 的話 ，必須 要 妥善管理。設(shè)計管理文獻中沒有提供如何設(shè)計完整的模型，應(yīng)加以管理，主要特點和原則 是 管理完善設(shè)計 的中心 。幾個清單 的 存在， 用 以評估公司使用的設(shè)計，但他們往往是單一問題 的 重點 和 相當僵化 的 一個項目，這種 類型的 確 需要一個更普遍的評價框架的設(shè)計，作為一個廣大的數(shù)組復(fù)雜的問題正在考慮中。本節(jié)涉及的框架內(nèi)， 就 是 指 發(fā)達國家。 早在該項目 之前 據(jù)審查認為，設(shè)計管理在英國皇家郵政 有 詳細的準則，需要對他們 的使用 ， 設(shè)計管理可以是 “ 判斷 ” 。作為文獻復(fù)習的進步，人們清楚地看到，這是過于僵化的前景。所需要的是一個框架的問題和 “ 最佳做法 ” 這兩項內(nèi)容 將指導(dǎo)研究，但仍允許對 新 的 問題和新的方向加以探討。嚴格的標準將會限制研究和提出推定 的 邊界上。文獻 提出的 明顯 不是 有沒有一個單一的權(quán)利管理方式的設(shè)計，而是一個機構(gòu)的一般原則和建議。 問題和 “ 最佳做法 ” 在本節(jié)閱讀大量文學的背景后。共同的線索以及辯稱點 的 聚集。使 思想并不總是標示為 “ 正確的設(shè)計管理 ” ，但那些被看作是至關(guān)重要的方式，設(shè)計是管理。本節(jié)還包含了我自己的 觀 點，這是合成的閱 讀和我的想法 ， 就此事看來， 是對 問題的一種戰(zhàn)略或高層的觀點。 正如設(shè)計管理 所 辯稱，必須 把 對影響主要領(lǐng)域 的 設(shè)計貢獻給該公司。應(yīng)如何 讓 設(shè)計管理 的 實行 是 為了實現(xiàn)這一點呢？中 間 的問題似乎是靠近：多學科工作，在內(nèi)務(wù)銀兩顧問公司設(shè)計，政策，領(lǐng)導(dǎo)，戰(zhàn)略，評估，企業(yè)，校風，人事，財務(wù)。這些問題需要得到妥善處理，如果設(shè)計是要有效管理。 這是至關(guān)重要的 事 ，設(shè)計管理地址沖突，可以出現(xiàn) 在 人們與不同的背景和展望形式的多學科群體 上 。設(shè)計經(jīng)理需要，以確保各方能夠妥善溝通，盡管他們之間 是有 分歧的。此外，由于設(shè)計工作需要投入所有部分，該公 司的設(shè)計管理必須使用 多種 方法， 來 促進聯(lián)絡(luò)員之間的職能。例如，使用同時解決問題的各種業(yè)務(wù)功能（即 “ 橄欖球辦法 ” ） ，作為反對以線性另一方面小康之間的職能（即 “ 接力辦法 ” ） 。 畢 業(yè) 論 文 （ 設(shè) 計 ） 用 紙 有沒有協(xié)議在文獻上，以是否有一個在公司內(nèi)部的設(shè)計團隊或使用顧問的設(shè)計是更好的設(shè)計管理 。顧問公司的設(shè)計是說，提供新的想法，一個外人的考慮，以及衡工量值。而在內(nèi)部設(shè)計 中 ，促進內(nèi)部的設(shè)計文化和了解該公司 方面會 做得更好。我覺得混合 這兩種 ，最好的辦法是，凡在內(nèi)部設(shè)計 中 保持了整體水平的設(shè)計公司，可以責成設(shè)計顧問公司對公司的需求，而顧問公司可以提 供新鮮的角度，以防止該公司停滯不前。正確的組合，似乎依賴于類型的公司類型。 所有雇員，需要有一個積極的設(shè)計態(tài)度，如果是有效的。公司 抱以 漠不關(guān)心的態(tài)度，設(shè)計不能指望在買，表面設(shè)計為他們工作。 實則 設(shè)計需要一個文化工作支持。如果設(shè)計態(tài)度不好，其他一切努力等方面的政策和策略是不 能的到實施的 。設(shè)計管理工作必須與其他職能教育的雇員 理解 設(shè)計的重要性，使他們 以 積極的態(tài)度的 去做設(shè)計 。 設(shè)計，像其他的業(yè)務(wù)功能，需要支持的政策。管理應(yīng)申報設(shè)計的作用和意義，在公司。標準必須訂什么是預(yù)期的設(shè)計，讓員工知道他們必須出示 什么 。 而 設(shè)計的地 方，在企業(yè)結(jié)構(gòu)必須作出明確的 安排 。這加強了其立場，并使它成為公認的業(yè)務(wù)功能。任何政策 的實施都 需要結(jié)合企業(yè)文化和戰(zhàn)略目標。 領(lǐng)導(dǎo)管理表明，設(shè)計集的階段在其余的公司將如何處理，。此外，在許多企業(yè)中的設(shè)計現(xiàn)在被視為寶貴的，但管理人員 和 雇員 卻 不知道如何翻譯這個信念，轉(zhuǎn)化為行動。高級管理人員必須了解如何利用得當 的 設(shè)計，表現(xiàn)出領(lǐng)導(dǎo)才干， 做出和 其余的公司 設(shè)計所 不一樣 的 設(shè)計需要，同時，管理技能和關(guān)注，像其他業(yè)務(wù)職能（如市場營銷和會計） 。設(shè)計的功能，應(yīng)在一定程度上集中，防止重復(fù)分散的知識，以及缺乏統(tǒng)籌工作。作為業(yè)務(wù)變得更加 復(fù)雜，更不足成為一 個 條塊的做法。高級管理人員需要得到普遍支持的設(shè)計，透過該公司 來 作為他們的態(tài)度過濾，。應(yīng)該有董事會代表比例的設(shè)計，最好是 以 全職的時間 向 專門委員會成員看齊，與大家誰代表的其他職能（如市場營銷） 。許多公司需要一個 “ 設(shè)計冠軍 ” 或 “ 傳播者 ” 誰爭取的設(shè)計必須認真對待 ；這個人理解設(shè)計的價值，并希望其他人明白。 高級管理人員必須確定企業(yè)的目標，包括公司廣泛的設(shè)計目標。如果是要設(shè)計的一部分，戰(zhàn)略，目標必須定為資訊科技及必須加以考慮，在制定策略。設(shè)計戰(zhàn)略將包括產(chǎn)品，環(huán)境，通信和身份。 成功的設(shè)計需要 一樣評價的其他職能。其結(jié)果應(yīng)該是比較確定的目標，任何的職能 都畢 業(yè) 論 文 （ 設(shè) 計 ） 用 紙 要 因為它 改變 。這是認真對待徹底的評價。 企業(yè)精神（文化）應(yīng)產(chǎn)生的環(huán)境，支持創(chuàng)意。管理必須打開思路，從各部分公司，并轉(zhuǎn)達 給 人們，他們的想法是希望。目標是有創(chuàng)意的產(chǎn)生，不斷和機制，利用他們。企業(yè)的身份和其影響對公司的文化，需要加以解決，在董事會的水平。這是因為企業(yè)文化是一個關(guān)鍵的戰(zhàn)略問題。最終的目標是有一個企業(yè)精神 “ 注入 ” 與設(shè)計靈敏度，使所有雇員看后，設(shè)計的問題（無論他們是在設(shè)計或不） 。 問題的人員是非常重要的設(shè)計管理。人力資源管理（ HRM ）必須 招聘和培訓(xùn)人員的設(shè)計和設(shè)計管理。人力資源管理亦扮演一個重要組成部分，在培訓(xùn)的所有雇員，使他們明白，設(shè)計的價值和作用，了解其在該公司。設(shè)計管理應(yīng)該有提供專家支持，這兩個角色。經(jīng)理（如項目經(jīng)理和設(shè)計董事）必須作出負責的設(shè)計，所以它是一個管理的資源。 在 對 有關(guān)財務(wù)，會計的具體措施，應(yīng)制定設(shè)計。設(shè)計需要得到適當?shù)慕淮?，以監(jiān)測和評估其 是否 取得圓滿 的 成功。明確的財政預(yù)算案必須先創(chuàng)造設(shè)計，使管理員可以分配資源，設(shè)計有效 的方案 。設(shè)計應(yīng)被視為一種投資，而不是一種犧牲。它不是一個必要的犧牲，但支出 會 產(chǎn)生更豐厚的利潤。 文章摘自： /des_mgt_forum/what.html 畢 業(yè) 論 文 （ 設(shè) 計 ） 用 紙 附錄 2 How should design be managed ? If design is to make a strategic difference it must be properly managed. The design management literature does not offer complete models for how design should be managed, but rather, major characteristics and principles of well-managed design. Several checklists exist to evaluate companies use of design, but they tend to be single issue focused and quite rigid.(53) A project of this type required a more general framework for evaluating design, as a vast array of complex issues were being considered. This section relates the framework that was developed Early in the project it was felt that, before examining design management at Royal Mail, detailed criteria were required against which their use of design management could be judged. As the literature review progressed, it became clear that this was too rigid an outlook. What was required was a framework of issues and best practice that would guide the research, but still allow for new issues and directions to be explored. Strict criteria would constrict the research and put presumptive boundaries on it. The literature review made it obvious that there is no single right way of managing design, but rather, a body of general principles and suggestions. The issues and best practice in this section draw heavily upon the background literature read. Common threads and well-argued points were gathered. The ideas were not always labeled as correct design management, but were ones that were seen as critical in the way design is managed. This section also contains my own points, which are a synthesis of the reading and my thoughts on the subject. It looks at the issues from a strategic or top-level viewpoint. As already argued, design management must impact on the major areas of designs contribution to the company. How should design management be practiced in order to achieve this? The central issues seem to be around: multidisciplinary work, in-house versus consultant design, policy, leadership, strategy, evaluation, corporate ethos, personnel, and finance. These 畢 業(yè) 論 文 （ 設(shè) 計 ） 用 紙 issues need to be dealt with properly if design is to be managed effectively. It is critical that design management addresses the conflict that can arise when people with different backgrounds and outlooks form multidisciplinary groups. Design managers need to make sure that all parties can communicate properly despite their differences. In addition, because design work needs input from all parts of the company, design management must use methods that promote liaisons between functions. For example, using simultaneous problem-solving by various business functions (i.e. the rugby approach), as opposed to a linear hand-off between functions (i.e. the relay race approach). There is no agreement in the literature as to whether having an in-house design team or using consultant design is better.(54) Consultant design is said to offer fresh ideas, an outsiders take, and value for money. Whereas, in-house design promotes an internal design culture and understands the company better. I feel a mix is the best solution, where in-house design maintains the overall standard of design in the company and can instruct consultant design on the companys needs, while consultants can offer fresh perspective to prevent the company from stagnating. The right mix seems to depend on the type of company. All employees need to have a positive attitude towards design, if it is going to be effective. Companies with indifferent attitudes to design cannot expect bought in, superficial design to work for them. Design needs a supportive culture to work. If the attitude to design is not good, all other efforts in areas such as policy and strategy is for not. Design management must work with other functions to educate employees about the importance of design, so that they approach it with a positive attitude. Design, like other business functions, needs supporting policy. Management should declare designs role and meaning in the company. Standards must be set for what is expected of design, so that employees know what they must produce. Designs place in the corporate structure must be made clear. This strengthens its position and makes it a recognized business function. Any policy needs to be integrated with the corporate culture and strategic objectives. The leadership management shows for design sets the stage for how it will be treated in the 畢 業(yè) 論 文 （ 設(shè) 計 ） 用 紙 rest of the company. Also, in many businesses design is now seen as valuable but managers and, or employees do not know how to translate this belief into action. Senior management must understand how to utilize design properly and show leadership, so that the rest of the company does as well. Design needs the same managerial skill and concern as other business functions (e.g. marketing and accounting). The design function should be to some extent centralized, to prevent duplication, dispersion of knowledge, and lack of co-ordination. As business becomes more complex, the more inadequate a compartmentalized approach becomes. Senior management needs to be generally supportive of design as their attitude filters down through the company. There should be board representation of design, ideally a full-time dedicated board member on par with members who represent other functions (e.g. marketing). Many companies need a design champion or evangelist who fights for design to be taken seriously； this person understands the value of design and wants others to understand it. Senior management must define corporate objectives, including corporate wide design objectives. If design is to be part of strategy, objectives must be set for it and it must be considered in the formulation of strategy. Design strategy will include products, environments, communications, and identity. The success of design needs to be evaluated like that of other functions. Its outcomes should be compared to the goals set for it. Any function that is treated seriously is evaluated thoroughly. The corporate ethos (culture) should produce an environment supportive of creativity. Management must be open to ideas from all parts of the company, and convey to people that their ideas are wanted. The goal is to have creative ideas being generated constantly, and mechanisms for utilizing them. Corporate identity and its affect on company culture, needs to be addressed at board level. This is because corporate culture is a critical strategic issue. Ultimately the goal is to have a corporate ethos infused with design sensitivity, so that all employees look after design issues (whether they are in design or not). The issue of p