| For the enterprises, especially which are engaged in the user-driven products, excellent design-power is the very important component of their competitive capacities, but it is another matter whether the organizations can really bring design-power into play. According to the views from the people engaged in design management theories such as Heap, Slater, and Ughanwa, it's the management's fault rather than the design's that leads to design-power can't be made full use of, this view may be really correct in terms of the difference between soft science and hard science.Making a general survey of the design management theories' development (grade-theory as its core), we can find out there are some study deficiencies, for instance: the theories' applicable universality is insufficient, and the theories' comprehensibility and circumstantialities need to be promoted; what's more, they lack discussions on people who are in the organizations' basic structure and really taking part in the designing activities. So all these deficiencies become the starting points of this thesis. Meanwhile, two things put forward by professor Xi Youmin in his book "He-Xie Management Theory", become the train of thought: the first is the analytical method of enterprises' operating activities, "organization's intention — organization's arrangement — organization's action"; the second is that there exist some similarities between the organization and the individual organism. Then through a large number of cases and examples, the Design Co-ordination Management Theory is presented, for the existing design management theories, in a manner of speaking, it should be termed as a paradigm break-through.In the conclusion chapter, according to the superiority standards by K. R. Popper and Thomas S. Kuhn, which a new theory should coincide with, it is clear to us what strength and what weakness exist in the Design Co-ordination Management Theory, and what research will be needed if we want it more perfect.
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