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Intro to Facility Management > Intro to FM > Flashcards

Intro to FM Flashcards

understanding the basics of FM

1
Q

Define Facility Management

A

Facility management is a profession that combines multiple disciplines to ensure functionality of the build environment by using: People, Place, Process, Planet, Prosperity and Technology

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2
Q

what are hard services

A

Buildings, maintenance, installations

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3
Q

what are soft services

A

userbound services, like reception,

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4
Q

primary process

A

main task of an organisation

core business

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5
Q

secondary process

A

process that supports the primary

making the core business possible

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6
Q

C.R.E.M.

A

Corporate Real Estate Management

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7
Q

What are examples of a social development?

A

Flexible work hours
Shorted work hours
Working without being at the workplace

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8
Q

What are examples of an Environmental development?

A

Globalization, Internationalization

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9
Q

What are Derogation policies?

A

Laws let up but governments that force organisations to make curtain developments

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10
Q

Environmental management issues?

A

Due to changes in the environment, organisations have to make curtain developments to meet new laws set up by local or international governments/organisations

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11
Q

What are examples of an Organisational development

A

Alliances, when two specialized organisations work together they can strive for better quality

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12
Q

what changes are there in Facility management?

A

Going from “products” to services, people nowadays are more interested in the experience a product delivers than the product itself.

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13
Q

Name 4 facilities, a Facility Manager manages

A

Building, Maintenance, Furnishing, Space planning, Office equipment, Safety and security, Ergonomics, Events, Heating Ventilation Energy and Airco, Waste disposal.

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14
Q

Name 4 Developments that effect FM

A 
Globalization of the FM market
Environmental requirements
Mobility
Real Estate
ICT
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15
Q

What is the Triple Bottom Line

A

An accounting framework base on the three Dimensions (P’s)
Social - People
Environmental - Planet
Economic- Prosperity

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16
Q

What is Sustainability

A

a balance between nature and the demand for improving the lifestyle

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17
Q

What is EMS

A

Environmental Management System
Assists an organisation in meeting the responsibility they have on the future of the Environment.
Can contribute to cost savings

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18
Q

What is CSR

A

Corporate Social Responsibility
A concept whereby the organisation considers the interests of society by taking the responsibility for the impact of its actions.

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19
Q

What is Carbon

A

A new currency with which to decide on what is build and what can be sustained into the future

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20
Q

What is theory X

A

Theory X assumes that employees lack initiative and will avoid work, if it involves the expenditure of resources.

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21
Q

What is theory Y

A

Theory Y assumes that employees are naturally ambitious and self motivated.

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22
Q

What are the 3 fundemental types of Theory Y

A
  1. Standardization process, What do you do
  2. Process performance standards, How well do you do it
  3. Process management standards, How do you do it
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23
Q

What is a tangible product

A

A product you can see and touch

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24
Q

What is an intangible product

A

A product you can’t see or touch, but only feel.

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25
Q

Explain Herzbergs Theory

A

A theory that can explain the root of motivation in the workplace by two different factors; 1. Motivation 2. hygiene.
In the presence of a motivational factor, it causes the employees to work harder.
In the absence of hygiene factors, it will cause employees to work less hard.

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26
Q

What is Shoppertainment

A

Entertainment while shopping in order to increase spending volume per customer.

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27
Q

What is Experience Economy

A

The Experience Economy is that people are willing to pay more if a service have a curtain experience with it. the way a person experiences a service and the value attach to it

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28
Q

Administrative linkage

A

FM provides day-to-day operational support but is itself relatively unimportant in the planning process

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29
Q

One way linkage

A

FM largely reacts to corporate strategic initiatives, Most typical relationship.

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30
Q

Two way linkage

A

There is a reciprocal and interdependent relationship between FM and the corporate strategic planning process.

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31
Q

Integrative linkage

A

Highest level of integration in which there is a dynamic, ongoing, dialogue, both formal and informal, between FM and corporate planners

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32
Q

S.W.O.T.

A

Strengths
Weaknesses
Opportunities
Threats

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33
Q

what does Facility Management

A

is the management of services related to the working environment, necessary to support human-beings striving for an added value to the organisation.

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34
Q

what is Working environment

A

All situations in which one or more services are executed professionally, Private/home living environment are excluded in case on professional services are provided.

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35
Q

what is a Workplace

A

In a build environment, the place we call and office(first).
Due to ICT home is also a work place (second)
Because of WiFi, anywhere you can work is a workplace(third)

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36
Q

Services of FM

A 
Reception
Service desk
Safety and security
Company catering 
documentation management
maintenance of build environment
cleaning
ICT
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37
Q

office manager model

A

usually undertaken as part of general duties

mainly because of working in a small building.

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38
Q

Single site model

A

applies to organisations that are large enough to have separate facility departments, but are located on just one site

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39
Q

Localized site model

A

generally applicable to organisations that have buildings on more than one site, most often within the same metropolitan area.

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40
Q

Multiple site model

A

applicable to large organisations that operate across widely separated geographic regions.

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41
Q

international model

A

very similar to multiple site model, but applies to larger international organisations.

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42
Q

Obligations

A

the responsibilities an organisation has for its employees.

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43
Q

Name 4 Office concepts

A
  1. Cellular Office
  2. Open plan office (landscape)
  3. Team office
  4. Monastic Office
  5. Cocon office
  6. Hotel office
  7. Lean office/virtual office
  8. the vital office
  9. 24 hours office
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44
Q

Bullpen Office

A

Riged arrangements of desks, usually in rows

no visual or acoustic privacy

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45
Q

Landscape office

A

smaller then bullpen

desks and plants form the landscape

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46
Q

Cellular office

A

long corridors with closed offices on both sides

per office one or two people

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47
Q

Open plan office

A

enormous open area arranged in a landscaped way with desks and plants
central area with stairs, elevators, toilets
accommodate more than 100 employees
climate and noise problems

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48
Q

Team office

A

Combination of cellular and open plan
functional unities uptill 12 per
team workplace for routine work

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49
Q

Cocon office

A

based on communication and concentration
central area with collective facilities
separate small concentration cells
good facilities for privacy

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50
Q

Hotel office

A

rent an office space at hotel for short period of time

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51
Q

Lean, virtual and vital office

A

employees have no individual workplace at all
people can work anywhere they want.
third workplace, but not an official working environment.

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52
Q

24 hours office

A

office in which you can work 24h per day

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53
Q

what is Tactical organisational management

A

a level between strategic and operational and operational, policies are synonymous with tactics- a case of HOW something should be done- as apposed to WHAT should be done and WHY as embodied in the strategy

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54
Q

What is Strategic Organisational Management

A

largely about setting the direction for the organisation and ensuring that the means for achieving its objectives are in place. must stay flexible to deal with change, is worthless if detached from the financial means to see it through.

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55
Q

What is Operational Organisational Management

A

perform work according to laid-down procedures and not deviate. ensuring achievements relies on reliable measurement, analysis and reporting.

56
Q

Service delivery by Separate company/ business unit

A

the gathering of the in-house team into an independent company, with the objective of expanding its business by gaining contracts for other organisations.

57
Q

Service delivery by Managing contractor

A

A single entity to manage individual service providers, the contractor is paid a fee for providing this service usually a percentage of the expenditure managed

58
Q

Service delivery by Managed budget

A

a variation on the managing contractor, where a contractor takes responsibility for the payment of all supplies and provides a consolidated invoice at the end of each month

59
Q

Service delivery by Total Facility Management

A

Responsibility for providing services and for generally managing the facility is placed in the .hands of a single organisation,

60
Q

Service delivery by Off the shelf/ agency

A

contracted employment of personnel through a manpower agency, Agencies provide variable standards of selection expertise, personnel support and training, as well as customer support.

61
Q

SLA

A

Service Level Agreements

62
Q

KPI

A

Key Performance Indications

63
Q

POE

A

Post Occupancy Evaluation

64
Q

Benchmarking

A

establishing the norms for performance in terms of financial management, organisation management, innovation, change management and end-user service

65
Q

9 competences

A
  1. Creating added value in areas of property management and services
  2. Developing a vision of change and trends, creating relations, networks and chains
  3. Analyzing policy issues, translating them into policy objectives, alternatives and decision making
  4. Applying HRM in the organisation strategy
  5. Setting up, controlling and improving organisational processes
  6. Analyzing financial and legal aspects, internal processes and the organisational environment in order to improve coordination and interaction
  7. Developing, implementing and evaluating a change process
  8. Social and communication skills
  9. Self-managing skills
66
Q

what is a Guest journey

A

the journey a quest goes through when buying a service from an organisation, from the point if purchasing to the point they leave the premises

67
Q

What is hospitality

A

it is about providing curtain emotions and shared understanding, every perception is different on hospitality.

68
Q

Seven Steps of the Guest journay

A
  1. Step in their shoes
  2. guest journey mapping
  3. personas
  4. name touch points/ moments in the journey
  5. name critical moments of the experience
  6. Analysis of the current guest journey
  7. Plan of approach for the future
69
Q

What are the three hospitality domains

A
  1. Social and cultural domain
  2. Domestic or private domain
  3. Commercial domain
70
Q

Social and cultural domain

A

formed on cultural and religious norms and trems

71
Q

Domestic or private domain

A

Formed in the home setting

72
Q

Commercial doman

A

This domain can’t be realized without one of the other domains, mass tourism

73
Q

what does a hospitality manager do?

A

a profession that adreses how we can successfully create and manage the hospitality experience.

74
Q

What is a Hospitality experience

A

A voluntary interaction between host and quest in which the host provides accommodation/food/drinks to the guest and the context determines the suitable rules and norms for behavior of both parties!!!!!!

75
Q

What is Value

A

The economic sacrifice customers are willing to take in exchange for a hospitality experience.

76
Q

What is strategic pricing

A

sets a products price based on the products value to the customer, or on competitive strategy, rather than on the cost of production

77
Q

Cost leadership

A

Below the cost price of its rivals

78
Q

Differentation

A

Willing to pay more because of the uniqueness

79
Q

Focus

A

selects a narrow competitive scope within an industry, then decide how best to serve this group.

80
Q

What is operational pricing

A

Once a strategy pricing method is chosen, depending on the anticipated demand for the product at a particular time, they have to decide on the product level and booking conditions for their product at that periode

81
Q

dynamic pricing

A

different customers pay a different price for the same product

82
Q

Cost-Based pricing

A

uses the total fixed, variable costs and adding a profit margin to generate a positive return

83
Q

Competitive pricing

A

used to protect or grow a companies market share, price based on the competition

84
Q

Customer driven pricing

A

uses a measure of the customers willingness to pay to establish the price.

85
Q

Name the 4 product level

A
  1. Core Product
  2. Facilitating Product
  3. Supporting Product
  4. Augmented Product
86
Q

Core product

A

Fulfills the customers primary needs

87
Q

Facilitating Product

A

Enables the customer to use the core product

88
Q

Supporting Product

A

Don’t really need this product
Adds value to the core product
Used to get a competitive advantage

89
Q

Augmented product

A

this final level describes not just WHAT the product is, but the HOW and WHERE(the environment) of the interaction.

90
Q

operating leverage

A

expressing the fixed costs in relation to the variable costs

91
Q

fixed costs

A

costs that are always made like, wages

92
Q

variable costs

A

costs that are made when a product is sold like, cleaning a room after use in a hotel.

93
Q

revenue management

A

the price changed for a product is not always the same and can vary per day

94
Q

closure

A

a first impression is important but a good closure is also important

95
Q

virtual experience

A

customers nowadays look for reviews and ratings on the internet

96
Q

inseparability

A

production and consumption of the product take place at the same time, often called inseparability

97
Q

word of mouth

A

one of the most important sources customers take information from. via the internet or real life

98
Q

Co-creation

A

customers active participation in staging the hospitality experience

99
Q

Guest satisafaction

A

when a guest is satisfied with the product you deliver

100
Q

Competitive set

A

Organisations that compete for the same customers, and offer similar products

101
Q

Skimming

A

the organisation outranks this entire competitive set, with a superior product that attracts higher rates of business, by restricting low levels this can increases the average spend per customer

102
Q

Penetration

A

an inferior product to the rest of the competitive set, forcing the organisation to make low level products to regain market share

103
Q

Surrounding

A

If higher level product than the competition, higher prices are placed on the market,
If lower level product than the competition,
discounted rates to drive volume

104
Q

hidden

A

When an organisation lacks a clear vision and simply follows the competition

105
Q

Matching

A

competitors ratings matches your own ratings, and jointly you can outrank the other competition. this allows you to follow them in your aim to attract higher spending customers

106
Q

Undercutting

A

Demands full attention, competitor has superior reviews and ratings, you want to gain market share and offer slightly lower rates

107
Q

Revenue Manager

A

is a key decision maker in the operational pricing phace

108
Q

Sales and marketing manager

A

is able to provide an accurate estimate of the value of clients and generate new business leads

109
Q

Operational manager

A

Is able to guarantee the profitability of curtain price decisions. Operational staff have direct regular contact with quests and can discover valuable information about future business, might contribute to better decisions.

110
Q

Management contract (Hotel)

A

owned by an investment companies, they manage the money on behalf of its shareholders or
owned by REIT investment companies that specializes in Real Estate

111
Q

R.E.I.T.

A

Real Estate Investment Trust

112
Q

M.I.C.E.

A

Meetings, Incentives, Conferences, Exhibitions

113
Q

Personas

A

descriptions and visualisation of fictional characters that represent different(groups) guest, types or segments

114
Q

Touchpoint

A

all the moments the guest and host are interacting

115
Q

Pre-service period

A

when the concept or brand promise is made and expectations are created

116
Q

service period

A

all the touchpoints form the moment of booking, till the moment the guest leaves

117
Q

post service period

A

after the guest leaves, all possible forms of evaluation including comparing expectations to actual experiences that indicate whether the guest was satisfied

118
Q

what is hospitality

A

a combination of product, service and behavior as an offer tailored to the needs and objectives of the quest

119
Q

Hospitality model (Casee/Reuland) 1982

A

Hospitality is a service environment; harmonious mix of food, drink, accommodation physical environment, behavior and attitude

120
Q

Hospitality on the guest journey

A

a series of meaning full interactions between guest and host form orientation on, through experience of, up to and including reflection on the experience of hospitality.

121
Q

Mood makers

A

are the enthusiasts who perform invisible important work.

122
Q

what are the 4 phases

A
  1. Alienation phase(no attention to guest and hospitality)
  2. Pioneering phase(local, small-scale initiative)
  3. Connecting phase(some pioneers find each other and scale up)
  4. Structuring phase(working according to plan within a part of the organisation)
  5. Growth phase(hospitality is an integral core value and guaranteed in both company culture and management system.
123
Q

Can something be hospitable by defination

A

No, the guest determines whether his experience was hospitable or not

124
Q

PGO model (Bolier 1988)

A

with the hospitality barometer you measure the hospitality of an organisation, through the eyes of the residents, clients, patients, guests and employees. PGO uses product, behavior and environment

125
Q

Falk & Dierking model

A

the way a guest interprets a hospitality experience is first influenced by him own personal context, secondly by the social context and third the physical context, all three together create the interactive experience.

126
Q

Personal context

A

personal experiences, skills knowledge

127
Q

Social context

A

The people the guest is with, the other guests and staff, what behavior is expected
also interprets how busy it is

128
Q

Physical context

A

the layout of the building, signage, routing, ambient conditions such as; light, smell and air. The design of the experience self

129
Q

Segmentation

A

divides the heterogeneous(widely varied) market into small more homogeneous(similar) segments based on specific variables

130
Q

Psycho graphic segmentation

A

divides the market based on personality traits, personal values, lifestyle and social class

131
Q

Behavioral segmentation

A

divides the market based on guest knowledge, attitude, response towards a product or service

132
Q

Demographic segmentation

A

divides the market based on income, age, occupation, race and gender.

133
Q

Holistic intangible experience

A

a guest will perceive the offer as a total package, as a whole and not necessarily look at or assess all the individual elements the experience consists of.

134
Q

steps in a design process

A
  1. determine concept or brand/promise to customer in relation to target audience and service/product
  2. touch points of the guest journey
  3. determine different options per touch point with a morphological map the necessary functionalities of the product can be mapped to see from, there in which different ways that functionality can be created
  4. all possible guest journeys
  5. determine the feasibility of the different designs
  6. choose the best fitting option
  7. Result; detailed design of suitable guest journey
135
Q

the Three Facets

A

Sponsorship
Intelligence
Service management

Intro to Facility Management (1 decks)

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