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What Is FM?
◦ IFMA: Facility management is a profession that
encompasses multiple disciplines to ensure functionality
of the built environment by integrating people, place,
process and technology.
◦ FM is the management activity which supports
businesses, many other types of organization and
particularly the users of the built environment, through
the provision of facilities and associated support
services'.
◦ FMA Australia: Facilities can be generally defined as
buildings, properties and major infrastructure, also
referred to within the Facility Management industry as
the "built environment". The primary function of Facility
Management (FM) is to manage and maintain the
efficient operation of this "built environment".
◦ CEN: Facilities management is the integration of processes within an
organization to maintain and develop the agreed services which support
and improve the effectiveness of its primary activities
◦ BIFM: "Facilities management is the integration of multi-disciplinary
activities within the built environment and the management of their impact
upon people and the workplace".
SAFMA
"Facilities Management is an enabler of sustainable enterprise
performance through the whole life management of productive
workplaces and effective business support services"
HFMS:
Facility or facilities management is the integration of multi-
disciplinary activities within the built environment and the
management of their impact upon people and the workplace.
Areas of work Job titles of a facilities
manager:
Commanding people
Guiding people
Covey and Improving Effectiveness
Facility managers can apply Stephen Covey’s 7 habits to
improve effectiveness on projects
Be proactive
Think win/win
Synergize
Staffing
board for strategy
Communication
Hierarchy
Networks
Delegates
Training
Manager Leader
Solves problems Empowers
Negotiates
people
Cheerleader
Brings to
consensus
Manager
Implements Leader
control systems Motivate
Performance Inspire
Identifies accomplishment
variances
Fixes variances
Intelligence Personality
◦ More intelligent ◦ Verbal facility
than non-leaders ◦ Honesty
◦ Scholar ◦ Initiative
◦ Knowledge ◦ Aggressive
◦ Being able to get ◦ Self-confident
things done ◦ Ambitious
Physical ◦ Originality
◦ Doesn’t see to be ◦ Sociability
correlated ◦ Adaptability
Delegating Selling
◦ Low relationship/ ◦ High task/high
low task relationship
◦ Responsibility ◦ Explain decisions
◦ Willing employees ◦ Willing
Participating Telling
◦ High relationship/ ◦ High Task/Low
low task relationship
◦ Facilitate decisions ◦ Provide instruction
◦ Able but unwilling ◦ Closely supervise
Challenges
General Advice ◦ Need knowledge
◦ Take advantage of quickly
the transition ◦ Establish new
period relationships
◦ Get advice and ◦ Expectations
counsel ◦ Personal
◦ Show empathy to equilibrium
predecessor
◦ Learn leadership
Not learning
quickly Captured by
Isolation wrong people
Know-it-all Successor
Keeping existing
syndrome
team
Taking on too
much
Have two to three years to make measurable
financial and cultural progress
Come in knowing current strategy, goals, and
challenges. Form hypothesis on operating
priorities
Balance intense focus on priorities with
flexibility on implementation….
Decide about new organization architecture
Build personal credibility and momentum
Earn right to transform entity
Remember there is no “one” way to manage a
transition
Create Momentum
Master technologies of
learning, visioning, and
coalition building
Manage oneself
Learn and know Foundation for
about company change
Securing early ◦ Vision of how the
wins organization will
◦ First set short look
term goals ◦ Build political
◦ When achieved base to support
make a big deal change
◦ Should fit long ◦ Modify culture to
term strategy fit vision
Build credibility
◦ Demanding but can
be satisfied
◦ Accessible but not too
familiar
◦ Focused but flexible
◦ Active
◦ Can make tough calls
but humane
Learn from internal and external sources
Visioning - develop strategy
◦ Push vs. pull tools
◦ What values does the strategy embrace?
◦ What behaviors are needed?
Communicate the vision
◦ Simple text - Best channels
◦ Clear meaning - Do it yourself!
Coalition building
◦ Don’t ignore politics
◦ Technical change not
enough
◦ Political management isn’t
same as being political
◦ Prevent blocking coalitions
◦ Build political capital
Be self-aware Types of help
Define your ◦ Technical
leadership style ◦ Political
Get advice and
◦ Personal
counsel Advisor traits
◦ Advice is from ◦ Competent
expert to leader ◦ Trustworthy
◦ Counsel is insight ◦ Enhance your
status
Planning Leading Organizing Controlling
Planning Problem Preparing Controlling
Solving
Completing
Does the person question existing systems and
push for improvements?
Do they offer practical ideas?
When they speak, who listens?
Do others respect them?
Can they create or catch a vision?
Do they show a willingness to take
responsibility?
Do they finish the job?
Are they emotionally strong?
Do they possess strong people skills?
Will they lead others with a servant’s heart?
Can they make things happen?
Right
Peopl
Right e
Enviro Right
nmen Roles
t Right
Leade
rship
Right Right
Proce Traini
ss ng
Right
Tools
Right
Result
Trustworthy
Guiding Principles
Communication
Planning Justification
s
Continuous
Partnerships Implementation
Improvement
Requirements of Success
Confidenc Working
e Conditions
Developed Mgmt.
Skills Attitudes
Personalities
Policies
Innate Procedures
Ability Resource Limits
etc.
Strategic Theme:
Operating Efficiency
Financial
Profitability What will drive operating efficiency?”
Fewer planes
More • More customers on fewer planes
customers
Customer
How will we do that?
Flight Lowest
Is on time prices • Attract targeted customer segments who
value price and on time arrivals
Internal What must the internal focus be?
Fast ground
turnaround • Fast turnaround
Learning
Will our people do that?
Ground crew
alignment • Educate and compensate ground crew
regarding how they contribute to the firm’s
success
• Employee stockholder program
Diagram of the cause and effect Statement
relationships between strategic of what
objectives (Strategy Map) strategy How success
must in achieving The level of Key action
Strategic Theme: achieve and the strategy performance programs
Operating Efficiency what’s will be or rate of required to
Financial critical to measured improvemen achieve
Profitability its success and tracked t needed objectives
More
Fewer planes
customers
Customer
Flight Lowest
Is on time prices
Learning
Ground crew
alignment