Aspectos organizacionais das empresas de arquitetura paisagista: o caso de Istambul

Temiz, Nur Aytül; Erol, Seçil Yurdakul

RESUMO:

Enquanto função de gestão, a organização ocupa-se das atividades que apoiam a realização dos objetivos e planos institucionais e da estrutura organizacional; é, por isso, um instrumento essencial de ligação entre os planos, que dirige, conduz e controla atividades. Tendo em conta a abrangência da área da arquitetura paisagista, é necessário que as empresas que atuam neste setor se foquem em questões relacionadas com gestão e organização para serem bem-sucedidas. Estas organizações têm de ter em conta aspetos ecológicos, arquitetónicos, económicos e sociais integrados em aspetos administrativos. Neste contexto, o objetivo deste estudo é examinar as estruturas organizacionais e o processo de organização em empresas privadas que atuam no setor da arquitetura paisagista, analisando as diferenças entre elas. A interação entre os aspetos relacionados com organização foi também analisada. Neste âmbito, este estudo procurou avaliar as etapas de organização, os princípios e efeitos da organização, as relações organizacionais, e também a autoridade e a responsabilidade. A província de Istambul foi a escolhida para constituir a amostra e alcançar os objetivos propostos. Os dados foram recolhidos através de questionários submetidos a empresas de arquitetura paisagista que atuam na província, tendo sido depois analisados com recurso à ANOVA e à análise da correlação de Spearman. Descobriu-se que os principais problemas destas empresas em termos de organização são a delegação, a gestão participativa e as relações interdepartamentais. Descobriu-se ainda que a sua missão e os grupos de clientes afetam os aspetos relacionados com organização, e que as componentes da função de organização estão relacionadas entre si. A importância de uma abordagem integral aos processos organizacionais e às aplicações relacionadas com os mesmos é fundamental.

Palavras-chave:
organização; função de organização; empresas de arquitetura paisagista

[1] E-mail: secily@iuc.edu.tr.^*Corresponding author

Features of Enterprise		N^*(Frequency)	% (Percentage)
Business Field (in Landscape Sector)	Production	9	9.8
	Design and Planning	33	35.9
	Project Application	31	33.7
	Supply Service	19	20.7
Operation Period	1-5 Years	8	22.9
	6-10 Years	8	22.9
	More than 11 Years	19	54.2
Business Field (outside of Landscape Sector)	Have business outside of Lnd. Sec.	12	34.3
Business Field (outside of Landscape Sector)	Do not have business outside of Lnd. Sec.	23	65.7
Serviced Customer Group	Municipalities	19	12.9
	Public Institutions	22	15.0
	Building Enterprises	32	21.8
	Hotels and Holding Companies	24	16.3
	Education Institutions	16	10.9
	Home Owners	31	21.1
	Other	3	2.0
Main aims of Enterprise	Generate Profit	23	24.0
	Growth	20	20.8
	Continuity	30	31.3
	Social Service	22	22.9
	Other	1	1.0
Number of Employees	Less than 10	20	57.1
	10-20	9	25.7
	More than 20	6	17.1
Number of Architects and Engineers	1-2	17	48.6
	3-5	8	22.9
	More than 5	10	28.6

Expression code - Expression	-------------------Descriptive Statistics--------------------
	M (Mean)	s (Standard Deviation)	s² (Variance)
E1. The works are done toward the aims of the organization determined in detail.	4.23	0.73	0.53
E2. Units have been created under the works done by the organization.	4.00	0.97	0.94
E3. Sufficient human resources were allocated to each unit.	3.71	1.07	1.15
E4. Each unit has adequate tools and equipment.	4.03	0.92	0.85
E5. The duties of the units were determined.	3.97	0.98	0.97
E6. The authority and responsibilities of the units were defined.	4.09	0.91	0.84
E7. Task distribution was made within the units.	4.31	0.71	0.51
E8. Chain of command and hierarchical relations were defined.	3.94	1.16	1.35
E9. Formal relations between different units were determined.	3.94	1.02	1.05

Expression code - Expression	------------------Descriptive Statistics--------------------
	M (Mean)	s (Standard Deviation)	s² (Variance)
E10. Each unit in the organization contributes to the realization of the enterprise's aims.	4.23	0.64	0.41
E11. Organizational units are suitable for achieving the aims of the organization.	4.23	0.59	0.35
E12. The organization was created toward the achievement of its aims at the lowest cost.	4.00	0.64	0.41
E13. The number of employees that each superior directs is compatible with th work done.	3.89	0,99	0,98
E14. Managers delegate related decision-making authority to employees.	3.49	1.14	1,31
E15. Each employee in the organization takes orders from her/his superior.	3.97	0.74	0.55
E16. Each employee is responsible to her/his superior.	4.40	0.49	0.24
E17. There is an effective division of labor in the organization.	4.17	0.66	0.44
E18. The organizational levels progress uninterruptedly in terms of authority and responsibility.	4.06	0.72	0.52
E19. Specialization is taken into consideration in the organizing process.	4.26	0.56	0.31
E20. Routine works are carried out by the lower-level employee, while senior managers make the decisions related to the enterprise.	4.29	0.92	0.85
E21. The organizational structure is changed according to the periodic requirements.	4.11	0.79	0.63

Expression code - Expression	-------------------Descriptive Statistics----------------------
	M (Mean)	s (Standard Deviation)	s² (Variance)
E22. The organizational structure makes the enterprise effective.	4.17	0.66	0.44
E23. The organizational structure strengthens harmony and coordination between units and employees.	4.23	0.42	0.18
E24. The organizational structure enables an effective division of labor.	4.14	0.64	0.42
E25.The organizational structure strengthens internal communication.	4.23	0.59	0.35
E26. The organizational structure facilitates following sectoral developments and technological innovations.	4.06	0.83	0.70
E27. The organizational structure supports the reduction of conflicts and the development of relations between employees.	4.11	0.63	0.39
E28. The organizational structure ensures the ability to respond quickly to the demands of customers.	4.23	0.59	0.35
E29. The organizational structure ensures the effective use of resources.	4.20	0.67	0.45
E30. The organizational structure facilitates controlling activities.	4.11	0.75	0.57

Expression code - Expression	-------------------Descriptive Statistics---------------------
	M (Mean)	s (Standard Deviation)	s² (Variance)
E31. Information and orders are effectively transmitted from the highest level to the lowest level employee.	4.23	0.59	0.35
E32.There is effective cooperation between units within the organization.	4.20	0.58	0.34
E33. Effective communication is established between the subordinates and superiors within the organization.	4.26	0.56	0.31
E34. There is effective communication among the employees in the same unit.	4.23	0.69	0.47
E35. There is effective communication between different unit staff.	3.94	0.77	0.60
E36. Employees have sufficient knowledge about the goals and duties of the institution.	4.14	0.49	0.24
E37. Employees are informed about the current situation and developments regarding the institution.	4.03	0.70	0.49
E.38. Employees share information with institutions and managers.	4.29	0.57	0.32
E39. Personal relationships (friendship, etc.) are strong among employees.	4.40	0.55	0.30
E40. The institution supports the informal organization.	4.31	0.71	0.51

Brasil

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Aspectos organizacionais das empresas de arquitetura paisagista: o caso de Istambul

RESUMO:

Expression code - Expression	--------------------Descriptive Statistics-----------------------
	M (Mean)	s (Standard Deviation)	s² (Variance)
E41. Duties, authorities and responsibilities of employees of all levels are distributed.	4.23	0.77	0.59
E42. Managers are willing to transfer their authority to employees.	3.94	0.93	0.87
E43. While transferring the authority, the job description of the employees is taken into account.	4.06	0.72	0.52
E44. While transferring the authority, the characteristics of the employees are taken into account.	4.09	0.61	0.37
E45. The limits of the authority given to the employee during the delegation are clearly defined.	4.00	0.84	0.64
E46. The standards expected when empowering employees are clearly defined.	4.09	0.74	0.55
E47. The authority and responsibility given to employees are equivalent.	3.94	0.87	0.76
E48. After the authority is transferred, superiors regularly control employees.	4.11	0.71	0.51
E49. Senior managers make decisions.	4.51	0.70	0.49
E50. Unit managers make decisions.	3.91	1.04	1.08
E51. Managers seek the opinions of employees in the decision-making process.	3.97	1.01	1.02
E52. Decisions are allowed to be made by employees.	3.89	0.96	0.92
E53. Units take decisions independently.	2.86	1.11	1.24
E54. Employees are given initiative while making applications.	3.89	0.83	0.69

		Stages of Organizing	Principles of Organizing	Impacts of Organizing		Organizational relations		Authority& responsibility
Business Activity (in Landscape Sector)	Production	3.96	3.96	3.90		4.00		3.82
	Design and planning	4.01	4.12	4.19		4.22		3.97
	Project application	4.08	4.10	4.17		4.21		4.00
	Provision.	4.09	4.12	4.19		4.22		4.00
Operation Period	1-5 years	3.86	4.25	4.33		4.22		4.00
	6-10 years	4.18	4.13	4.30		4.25		3.94
	More than 11 years	4.02	4.00	4.03		4.15		3.93
Business Activity (outside of Landsca) Sector)	Have activities	3.97	4.09	4.10		4.18		3.98
	Do not have activity	4.12	4.08	4.27		4.24		3.96
Customer Group	Municipalities	4.00	4.11	4.18	P:0.01, F:5.08	4.23	P:0.04, F:3,52	3.97	P:0.03, F:3,88
	Public institutions	3.98	4.10	4.18		4.20		3.92
	Building enterprises	3.99	4.09	4.17		4.23		3.97
	Hotels&holding Comp.	4.22	4.19	4.30		4.31		4.11
	Education Institutions	4.31	4.25	4.29		4.43		4.13
	Home Owners	4.03	4.11	4.18		4.25		4.02
	Other	4.27	4.00	4.08		3.87		3.78
Main aims of Enterprise	Generate Profit	3.96	4.03	4.15		4.16		3.91
	Growth	4.15	4.13	4.19		4.21		4.06
	Continuity	4.01	4.03	4.12		4.15		3.95
	Social Service	4.23	4.21	4.31		4.27		4.08
	Other	4.66	4.58	4.44		4.60		3.92
Number of Employees	Less than 10	3.96	4.13	4.22	P:0.05, F:3.16	4.26		4.08
	10-20	4.20	4.12	4.32		4.22		3.93
	More than 20	3.94	3.88	3.72		3.96		3.59
Number of Architects & Engineers	1-2	4.00	4.07	4.19		4.15		4.02
	3-5	4.19	4.34	4.31		4.37		4.13
	More than 5	3.93	3.91	3.98		4.14		3.71

Variables	(1)	(2)	(3)	(4)	(5)
(1) Stages of Organizing	1
(2) Principles of Organizing	r=0.82 p=0.00	r=1
(3) Impacts of Organizing	r=0.73 p=0.00	r=0.67 p=0.00	r=1
(4) Organizational Relations	r=0.64 p=0.00	r=0.62 p=0.00	r=0.61 p=0.00	r=1
(5) Authority And Responsibility	r=0.78 p=0.00	r=0.78 p=0.00	r=0.77 p=0.00	r=0.68 p=0.00	r=1
Mean	4.02	4.09	4.16	4.20	4.11
Std. Deviation	0.77	0.44	0.51	0.46	0.58