The State of Facility Management Today - Literature review Example

THE STATE OF FACILITY MANAGEMENT TODAY By Student’s Name Code+ course name Professor’s name University name City, United States Date FACILITIES MANAGEMENT Introduction Facilities management (herein referred to as FM) is the act of directing space, people, infrastructure and the organizations. Barrett & Baldry (2003) submit that management of facilities is linked to office blocks, sports arenas, learning institutions, conference centers, shopping malls, motels and hotels as well as health centers. The management of such facilities is a very important aspect to the success of any of the named organizations. In essence, facility management is the maintenance and watch over the built environment. This therefore mean that it requires professional training so that and packaging to avoid mistakes that may drive the company into losses (Kowalski 2002). It is sad however, that facility management has not been given the required boardroom recognition as is required. The people who do the management are either non-professional or inexperienced in the same. Method, Structure, Literature Review This paper will be presented as a research paper; the findings herein will be proven to the best of my ability. Current issues are impossible to make up: at the same time the importance of this topic is a demand for professionalism and non-infringement of patents. Facility management is faced with a lot of threat from other professions; this may be basically because the facility administrators have to always work under someone. There are different literature that explains the state of facility management in different organizations and the recommendations to correct the same. Understanding the submission of these books would provide a possible way forward to return glory to this golden profession. The title of Stephen Georgoulis’ book on Facility management states that FM is a profession at risk. Stephen states that there are innumerable misunderstandings and perplexities over what the functions and importance of facility managers are. There is basically an ill-stated job description for the facility managers in most of the institutions today. The functions sometimes are vague and underestimating the ability of the professionals. It is painful to note that there is no data that one can put their hands on to evaluate the performance of the facility managers (Georgoulis 2008). The perceptions and struggles of people to understand the managers are not documented either. What a struggle it is therefore for anyone to correct these anomalies! The current FMs are older than the practitioners of other professions; the folks may therefore be operating with the old days’ tactics that may not be effective today. There are also no formal education programs that would attract new people into the profession so far (Wiggins 2010). There are only few colleges, if any that offer skills that are important to facility management. The perception of people about facility management is a factor that contributes to the delayed interest amongst people to try out facility management as a profession (Friday 2003). There are new market demands and a higher projection of the same that calls for highly skilled and educated individuals to fill the gaps in professional management (Redlein 2004). This aspect will be a struggle because of lack of programs aimed at developing the people. Stephen also recognizing the changing nature of FM; the occupation is becoming more of tactical function of management than strategic. As stated by Georgoulis, Facility managers today are considered in the executive level of management in some organizations. The profession is maturing and the contributions of FMs are being clearer and more recognizable by day. The profession might attract a large following and the course thereof be flooded by passionate professionals eager for change and impact. The second book is on the overview of facility management; the resources needed and facility planning process for long and short terms. Edmond Rondeau, Robert Kevin Brown and Paul Lapides state the evolution that has taken place in the field of facility management in the past few decades. FM started getting recognition about thirty years ago; the functions of the FMs were viewed as necessary and integral to the proper running of the built spaces then. To date, organizations are coming up that have limited financial and human power yet are enthusiastic to expand (Rondeau, Brown & Lapides 2006). This is what necessitates the hiring of facility managers or consultations of the same; the FMs have helped organizations to think, prepare and develop enduring facilities. There has been a rise in the professional level of the FMs and institutions are taking advantage of this to involve the managers from the very onset of facility development. FMs help in planning the facilities to the details such as hairs, desks and drawers; this is necessitated by the increased size of companies in the recent years. There has been some scarcity of capital and the desire to spend less for maximum expansion; these goals can only be met if facility managers’ knowledge is taken into account. Facility management continues to grow and initiate new thoughts and skills as it borrows from the prevailing market demands. The book recreation facility management by Richard Mull, Brent Beggs and Mick Renneisen sates the requirements that a good facility manager ought to consider. FM demands that the equipment diversity, use, complexity and status be explored during development of any facility. Each facility manager is therefore trained on how to get the best out of all these requirements to attain a properly functional entity. In the past, as Mull, Beggs & Renneisen (2009) believe, there was no law on facilities’ size, height and such like; today, there are regulations that have to be adhered to. It is this change that calls for professionalism in the planning and development of facilities that necessitate involvement of Facility Managers (Mull, Beggs & Renneisen 2009). Analysis/Synthesis of Information It is realized from the literature above literature review that facility management has changed over time. This transformation has been aided by three things: the market demands, the professional bodies and the changing nature of organizations. The three past decades had changes entangled with industrial revolution; the latter demanded that organizations and institutions embrace modern technology in all developments. The confusions and vague understanding that were about facility management has changed overtime; the FMs can now enjoy their work without any unfriendly branding by ill-motivated folks. Role, Duties and Responsibilities of the Facilities Manager The roles of a facility manager are numerous, the facility managers form part of the management team and helps in decision making about the best investment to make. It is the responsibility of the facility manager to ensure the continuity of the business or organization at hand; the facility must keep its clients coming round the clock. The facility manager must ensure that the set standards are met by the facility that he is managing. The FM also does the risk assessment for the entity under his watch; the institution must not make blind moves and end up in losses that could otherwise be prevented (Georgoulis 2008). An FM must be able to forecast on the possible outcomes of any venture before the actual operations. It is expected that a facility manager should be involved in the maintenance and safeguarding of the facilities under their watch. According to Alexander (2013), the facility manager prevents, predicts and corrects any expected future hazards to the entity in question. The managers employ fire fortification schemes and lifting apparatus to prevent damage. For the expenses of facility purchase and development, it is the managers who draw the budgets and plan for the expenditures. The accounting for the allotment of funds channeled towards the development of facilities is also a reserve for the facility management (Pedersen 2011). FMs are also involved in advertising for tenders and thereby vetting and reward of the same to the best applicant (Mann 2009). This process enables the managers to engage in consultations, design and management of tenders to the benefit of the facility. Upgrading of the equipment in the facility and improvement of the operations and effectiveness of the facilities also lies in the hands of the FMs. A facility manager also has to ensure that the facility, equipments and the operations that he/she oversees adhere to the set legislations and professional standards (Alexander 2013). The industrial hygiene and quality of working environment must be checked, improved and maintained by the FMs. This function encompasses waste management, aeration, refrigeration and warming arrangement of any facility. The FMs also ensures the safety of the facility; access must be restricted to the authorized only unless one has express permission of the same. Control of access can be achieved by maintaining an automated surveillance system to alert the security in case of any danger (Teicholz 2013). Skills and Attributes Required of a Facilities Manager The skills that are expected of a facility manager innovation, leadership, interpersonal associations, in-depth information, and risk management skills among others. It is always expected that the leader has more knowledge than those under him; the facility manager therefore ought to be skilled. An FM ought to be knowledgeable in leadership and invention techniques; each Facility management involves identifying, managing and flagging of projects that calls for careful leaders (Atkin & Adrian 2009). The projects have to always be innovative and beneficial both to the industry and society at large. Interpersonal relationships also help FMs to maintain necessary networks that are needful for the development of the facility. All stakeholders must be kept intact for future investments. The supply chain network and client relationships must be improved at all costs. In addition to all these, a manager must have in-depth knowledge in facility management; no junior staff should be able to challenge the method of management. An FM therefore has to understand the constructed setting, property market and the industry fully; this knowledge will facilitate the management without the fear of losses or costly mistakes. According to Gustin (2008), the facility manager must also have hands on knowledge on risk management to help in predicting, correcting and managing crisis. Risk management also helps in preparation for and response to health and security issues that arise in facility operations. There are additional services and value added activities in facilities that require strategic planning to deliver. An FM therefore needs to have strategic planning and management skills to keep afloat in the face of such. Role of FM Institutions There are institutions such as the British Institute of facilities management (BIFM) and the International Facilities Management Association that oversee the operations of the facility managers in the specific areas of jurisdiction. The bodies ensure professionalism to the highest level as the players in this noble field partake of their duties. This paper will try to find out the trainings that facility manager goes through and the market place demands and expectations. It is imperative that an understanding of the board of directors of institutions have about facility management be explored as well. Though there was little or no professionalism in facility management in the past, bodies such as the International Facility Management Institute (IFMA) has programs that certify FMs for practice and review their operations against set standards. The British Institute of Facility Management (BIFM) also is a watchdog against violation of the set standards of practice for the facility managers. Rondeau, Brown & Lapides (2006) found out that the body also to advocate for the right of FMs and certifies them for practice. The FM bodies have courses for professional development that members take to help them grow academically. The bodies also act as a platform through which facility manager connect to each other and share ideas. Conclusion Facility management is an integral part of management. It is, therefore, imperative that all managers of institutions and organizations realize the underlying worth that facility management skills add to the table. The developments and changes that have occurred in the field of facility management are invaluable. The professional bodies contribute to the high standards of facility management today; there should be a legal reinforcement for the same in all states. The introduction of formal training for the facility managers has also been a boost to the acceptance of this profession in the society today. At least, there are young entrants in facility management than before. Innovation and leadership skills are becoming relevant by day to the facility managers. It is expected that the change will continue and bring a complete overhaul to facility management. Reference List Alexander, K., 2013. Facilities Management: Theory and Practice. Madison Avenue, New York. Georgoulis, S., 2008. Facility Management: A Profession at Risk. UMI Microform, New York. Mull, R., Beggs, B. & Renneisen, B., 2009. Recreation facility management: design, development, operations, and utilization. Human Kinetics, Champaign, IL. Rondeau, E., Brown, R. & Lapides, P., 2006. Facility management. John Wiley & Sons, Hoboken, New Jersey. Kowalski, T., 2002. Planning and managing school facilities. Westport: Bergin & Garvey, Atkin, B. & Adrian, B., 2009. Total facilities management. Chichester, U.K.: Wiley Redlein, A., 2004. Facility management: business process integration. Hamburg: Diplomica. Mann, D., 2009. Facility Management: Human Outsourcing Solutions to Clients. New Delhi: Global India Publications. Gustin, J., 2008. Safety Management: A Guide for Facility Managers. Boca Raton, Fla.: Distributed by Taylor & Francis Ltd. Friday, S., 2003. Organization Development for Facility Managers: Leading Your Team to Success. New York: AMACOM. Wiggins, J., 2010. Facilities Manager's Desk Reference. Iowa, USA: Blackwell. Teicholz, P., 2013. BIM for Facility Managers. New York: John Wiley &Sons, Inc. Pedersen, P., 2011. Contemporary Sport Management. Champaign, IL: Human Kinetics. Barrett, P., & Baldry, S., 2003. Facilities Management. Oxford: Blackwell Pub. Teicholz, E., 2013. Technology for Facility Managers: The Impact of Cutting-Edge Technology on Facility Management. New Jersey: John Wiley & Sons, Inc. WORD COUNT: 2000 WORDS Read More