The paper "Roles of the Facility and Security Manager" is a great example of management coursework. The modern-day organizations have both the facility and security managers in their human resources structures. Both personnel play a significant role in the organization hence calling for the appreciation of each other’ s roles and responsibilities. Despite the different roles of the security and facilities manager they happen to complement each other in their duties in an organization. It is also important that both personnel appreciate the involvement of technological advances in their different areas of concern which happen to bring close the two functionalities of the security and facility management (Price, 1997).
This paper is, therefore, an in-depth analysis of the concepts of integration, interdependency, and the interaction of the roles of facility and security managers. Further in the paper, the application of technologies in facility and security managers within a typical high rise building will be discussed. Roles of the facility and security manager The facility manager is entirely responsible for the maintenance of organization facilities such as buildings, premises, and services just to mention a few.
They have bestowed the obligation of reduction of the operation costs while at the same time increasing productivity. For instance, the facility manager seeks to minimize costs such as electricity and water bills and also making sure that utilities like air conditioner are in good condition (Perri, 2015, p. 1). It is also the duty of the facility manager to monitor the organization’ s environment and make sure that the surrounding is clean. The facility manager is also obliged to make sure that safety is achieved in any business environment.
This can be through training the staff on emergency procedures as well as taking precautions on dangerous and hazardous substances. Today, most organizations would rather employ an individual with basic knowledge of the organizational plan as a facility manager than those with strong technical backgrounds only. The security manager, on the other hand, is entirely responsible for the safety of the organization. This will involve the safety of the human resource as well as the buildings and property. The security manager is also responsible for keeping the information about the organization safe.
Safety of the organization starts from protecting it using guards, alarms and passwords among other security measures. Integration, interaction and interdependencies between the security and facility manager In each and every organization, the security and facilities managers are expected to work hand in hand in order to achieve their objectives. For instance, they both should appreciate the fact that they are both responsible for the security of the organization despite it being the main role of the security manager. The facility manager is also entitled to ensure the safety of the organization although the security manager takes the lead role (O'Brien, 1995).
The facility manager becomes the security manager by default. In fact, it is expected that the facility and security manager work hand in hand to achieve the security of the organization (Lewis et al. , 2003). Secondly, both the facility and security manager are obliged to set up their objectives and communicate the same to their parties. In most of the organizations, these expectations are communicated to by the facilities and security manager concurrently. To emphasis, this fact is a situation when the security management is contracted from outside parties which eventually lead to conflicting results.
Hence, the facility manager is normally the policymaker of the facility management role while the security manager implements them such that at the end of it all the security system of the organization reflects the policies set (Atkins and Brooks, 2009). Given their integrative functions, some organizations prefer to employ the same person to perform the facility and security management functions in a bid to avoid duplication of roles (David et al. , 2010).
However, this is mostly possible in small and medium-size organizations where the size of the building and equipment is not big. In large organizations, performing the facility and security management functions concurrently is quite a challenge because of the vast organization’ s size.
Alder, S. (2005). Disaster and Recovery Planning: A Guide for Facility Managers."Security
Atkins, B., and Brooks, A. (2009). Total Facilities Management (3rd ed.). Chichester UK:
Wiley Blackwell. p. 119 to 130.
Booty, F. (2010). Facilities Management. Amsterdam: Elsevier. p. 295.
David C., Kathy R., and Payant, R. (2010). The Facility Management Handbook - Organizing
the Department. New York: AMACOM. p. Chapter 2.
Huston, J. (1999). "Mastering the Facility." Buildings.
Kruk, B. (1996). "Facilities Planning Supports Changing Office Technologies."Managing
Levitt, M. (1997). Disaster Planning and Recovery: A Guide for Facility Professionals. John
Wiley & Sons.
Lewis, Bernard T. and Richard P. Payant (2003). The Facility Manager's Emergency
Preparedness Handbook. AMACOM, a Division of the American Management Association.
Malcolm, B. (1996)."Rulers of the New Frontier." Management Today.
Friday, Stormy. Organization Development for Facility Managers. AMACOM, a Division of the American Management Association, 2003.
Marmot, A., and Eley, J. (n.d). Office space planning: designing for tomorrow's workplace.
O'Brien, R. (1995). "Facility Managers Provide Invaluable Services." Managing Office
Perri, C. (2015). Secuirty Drives Demand for Facilities Managers. Retrieved from
Price, S. (1997). "Facilities Planning: A Perspective for the Information Age." IIE Solutions.
Sopko, S. (1993). "Smaller Staffs and Budgets Boost FM Outsourcing." The Office.
Tuveson, K. (1998). "Facility Management in the 21st Century." Managing Office Technology.