CHAPTER 1

THE NATURE OF
MANAGEMENT
FACILITY MANAGEMENT
• “A profession that encompasses multiple
disciplines to ensure functionality of the built
environment by integrating people , places,
process and technology.”
 FUNCTIONS OF FACILITY MANAGEMENT
1. Planning
• Establishing the organizational goals and create a course of action to achieve
them.
2. Organizing
• Distribute the resources and delegate tasks to personnel to achieve the goals
established in the planning stage.
3. Staffing
• Putting the right person on the right job.
4. Directing
• Actuates the organizational methods to work efficiently for achievemnt of
organizational purposes.
5. Controlling
• The process of evaluating the execution of the plan and making adjustments to
ensure that the organizational goal is achieved.
6. Evaluating
• Identify the strengths and weaknesses. It involves comparison of actual
performance against standards of performance.
 11 COMPETENCIES
1. Communication
2. Emergency preparedess and business
3. Environmental stewardship
4. Finance and business
5. Human factor
6. Leadership and strategy
7. Operations and maintenance
8. Project Management
9. Quality
10. Real estate and property management
11. Technology
 CHARACTERISTICS OF A SUCCESSFUL FACILITY
MANAGER
• Business Leader
• Strategic business planner and implementer
• Resource obtainer
• Financial manager
• Spokesperson and advocate
• Agile purchaser , lessor , and contractor with a major regard for
ethics
• Information manager
• Environmentalist
• Networker
• Mentor
• Innovator
• Risk taker
• Survivor
TYPES OF ORGANIZATION
1. Public Sector
• Provide governmental services or any public services which benefit all of society
rather than just the individual who uses the services.
2. Educational Facilities
• It is a place where people of different age groups get an education, either public
or private.
3. Private Sector
• Holds leadership positions in companies that are not government-owned.
4. International Organization
• One that includes members from more than one nation.
5. Nonprofit and Not-for-Profit Organization
• Nonprofit are formed explicitly to benefit the public good and Not-for-profit
exist to fulfill an owner’s organizational objectives.
CHAPTER 2
ORGANIZING THE
DEPARTMENT
LINE MANAGEMENT & STAFF MANAGEMENT
• Line functions are directly involved in producing the
goods and services that an organization provides.
Examples of line functions include sales, production,
and delivery. These functions are essential to the
success of the organization and are responsible for
generating revenue. On the other hand, staff functions
provide support and guidance to the line functions.
Examples of staff functions include human resources,
finance, and marketing. These functions do not
directly generate revenue, but they play a critical role
in helping the line functions operate effectively and
efficiently.
ORGANIZATIONAL MODEL
• An organizational model is a framework or structure
that represents the different components of an
organization, such as its employees and departments.
It provides a clear understanding of how an
organization functions and manages its resources to
achieve its goals. It defines the relationships between
different parts of the organization and establishes
lines of communication and decision-making. It
outlines the blueprint for how work gets done
within an organization.
SIX ORGANIZATIONAL MODEL
1. Office Manager Model
• Applicable to organizations that resides primarily in one leased building.

2. One-Location , One-Site Model

• The simplest setup for a full-service facility department.

3. One-Location, Multiple-Sites Model

• Typically a headquarters with major operational elements located in the same
country or metropolitan area.

4. Public Works Model

• The approach or model used by government agencies or organizations
responsible for managing public facilities.
5. Multiple Locations, Strong Regional or Divisional Headquarters
Model
• A type of organizational structure often used by companies or institutions with
operations in various geographic regions.

6. Fully International Model

• Structure in which a company operates in multiple countries with a high
degree of internationalization.
STAFFING
• To find employees who understand your goals. The
staffing process involves locating, selecting, hiring
and maintaining a professional relationship with
potential and current workers. Human resources staff
members are usually in charge of creating and
implementing a company’s staffing protocols to find
quality candidates who will match its office culture
and provide valuable work.
OUTSOURCING
• A business practice of hiring a party outside a
company to perform services or create goods that
were traditionally performed in-house by the
company's own employees and staff. Outsourcing is a
practice usually undertaken by companies as a cost-
cutting measure. As such, it can affect a wide range
of jobs, ranging from customer support to
manufacturing to the back office.
PERSONALITY & SKILLS OF FACILITY
PERSONNEL
• Academic Degree

• Committed to Work

• Leader

• Aware in everything
THORNY ISSUES IN ORGANIZATION
1. Small Organizations
• There is a little need for staff support ,when needed, it comes from
consultants.

2. Midsized Organization
• Staff versus line becomes less clear.

3. Large Organization
• Almost all activities at headquarters are staff functions, line functions
are in the regional and lower offices.
KEY RELATIONSHIPS FOR THE FACILITY MANAGER

• As a facility manager, you have to interact with

clients, tenants, contractors , suppliers, and
employees.