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
2
Q
what are hard services
A
Buildings, maintenance, installations
3
Q
what are soft services
A
userbound services, like reception,
4
Q
primary process
A
main task of an organisation
core business
5
Q
secondary process
A
process that supports the primary
making the core business possible
6
Q
C.R.E.M.
A
Corporate Real Estate Management
7
Q
What are examples of a social development?
A
Flexible work hours
Shorted work hours
Working without being at the workplace
8
Q
What are examples of an Environmental development?
A
Globalization, Internationalization
9
Q
What are Derogation policies?
A
Laws let up but governments that force organisations to make curtain developments
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
11
Q
What are examples of an Organisational development
A
Alliances, when two specialized organisations work together they can strive for better quality
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.
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.
14
Q
Name 4 Developments that effect FM
A
Globalization of the FM market Environmental requirements Mobility Real Estate ICT
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
16
Q
What is Sustainability
A
a balance between nature and the demand for improving the lifestyle
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
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.
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
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.
21
Q
What is theory Y
A
Theory Y assumes that employees are naturally ambitious and self motivated.
22
Q
What are the 3 fundemental types of Theory Y
A
- Standardization process, What do you do
- Process performance standards, How well do you do it
- Process management standards, How do you do it
23
Q
What is a tangible product
A
A product you can see and touch
24
Q
What is an intangible product
A
A product you can’t see or touch, but only feel.
25
Explain Herzbergs Theory
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.
26
What is Shoppertainment
Entertainment while shopping in order to increase spending volume per customer.
27
What is Experience Economy
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
28
Administrative linkage
FM provides day-to-day operational support but is itself relatively unimportant in the planning process
29
One way linkage
FM largely reacts to corporate strategic initiatives, Most typical relationship.
30
Two way linkage
There is a reciprocal and interdependent relationship between FM and the corporate strategic planning process.
31
Integrative linkage
Highest level of integration in which there is a dynamic, ongoing, dialogue, both formal and informal, between FM and corporate planners
32
S.W.O.T.
Strengths
Weaknesses
Opportunities
Threats
33
what does Facility Management
is the management of services related to the working environment, necessary to support human-beings striving for an added value to the organisation.
34
what is Working environment
All situations in which one or more services are executed professionally, Private/home living environment are excluded in case on professional services are provided.
35
what is a Workplace
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)
36
Services of FM
```
Reception
Service desk
Safety and security
Company catering
documentation management
maintenance of build environment
cleaning
ICT
```
37
office manager model
usually undertaken as part of general duties
| mainly because of working in a small building.
38
Single site model
applies to organisations that are large enough to have separate facility departments, but are located on just one site
39
Localized site model
generally applicable to organisations that have buildings on more than one site, most often within the same metropolitan area.
40
Multiple site model
applicable to large organisations that operate across widely separated geographic regions.
41
international model
very similar to multiple site model, but applies to larger international organisations.
42
Obligations
the responsibilities an organisation has for its employees.
43
Name 4 Office concepts
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
44
Bullpen Office
Riged arrangements of desks, usually in rows
| no visual or acoustic privacy
45
Landscape office
smaller then bullpen
| desks and plants form the landscape
46
Cellular office
long corridors with closed offices on both sides
| per office one or two people
47
Open plan office
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
48
Team office
Combination of cellular and open plan
functional unities uptill 12 per
team workplace for routine work
49
Cocon office
based on communication and concentration
central area with collective facilities
separate small concentration cells
good facilities for privacy
50
Hotel office
rent an office space at hotel for short period of time
51
Lean, virtual and vital office
employees have no individual workplace at all
people can work anywhere they want.
third workplace, but not an official working environment.
52
24 hours office
office in which you can work 24h per day
53
what is Tactical organisational management
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
54
What is Strategic Organisational Management
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.
55
What is Operational Organisational Management
perform work according to laid-down procedures and not deviate. ensuring achievements relies on reliable measurement, analysis and reporting.
56
Service delivery by Separate company/ business unit
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
Service delivery by Managing contractor
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
Service delivery by Managed budget
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
Service delivery by Total Facility Management
Responsibility for providing services and for generally managing the facility is placed in the .hands of a single organisation,
60
Service delivery by Off the shelf/ agency
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
SLA
Service Level Agreements
62
KPI
Key Performance Indications
63
POE
Post Occupancy Evaluation
64
Benchmarking
establishing the norms for performance in terms of financial management, organisation management, innovation, change management and end-user service
65
9 competences
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
what is a Guest journey
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
What is hospitality
it is about providing curtain emotions and shared understanding, every perception is different on hospitality.
68
Seven Steps of the Guest journay
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
What are the three hospitality domains
1. Social and cultural domain
2. Domestic or private domain
3. Commercial domain
70
Social and cultural domain
formed on cultural and religious norms and trems
71
Domestic or private domain
Formed in the home setting
72
Commercial doman
This domain can't be realized without one of the other domains, mass tourism
73
what does a hospitality manager do?
a profession that adreses how we can successfully create and manage the hospitality experience.
74
What is a Hospitality experience
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
What is Value
The economic sacrifice customers are willing to take in exchange for a hospitality experience.
76
What is strategic pricing
sets a products price based on the products value to the customer, or on competitive strategy, rather than on the cost of production
77
Cost leadership
Below the cost price of its rivals
78
Differentation
Willing to pay more because of the uniqueness
79
Focus
selects a narrow competitive scope within an industry, then decide how best to serve this group.
80
What is operational pricing
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
dynamic pricing
different customers pay a different price for the same product
82
Cost-Based pricing
uses the total fixed, variable costs and adding a profit margin to generate a positive return
83
Competitive pricing
used to protect or grow a companies market share, price based on the competition
84
Customer driven pricing
uses a measure of the customers willingness to pay to establish the price.
85
Name the 4 product level
1. Core Product
2. Facilitating Product
3. Supporting Product
4. Augmented Product
86
Core product
Fulfills the customers primary needs
87
Facilitating Product
Enables the customer to use the core product
88
Supporting Product
Don't really need this product
Adds value to the core product
Used to get a competitive advantage
89
Augmented product
this final level describes not just WHAT the product is, but the HOW and WHERE(the environment) of the interaction.
90
operating leverage
expressing the fixed costs in relation to the variable costs
91
fixed costs
costs that are always made like, wages
92
variable costs
costs that are made when a product is sold like, cleaning a room after use in a hotel.
93
revenue management
the price changed for a product is not always the same and can vary per day
94
closure
a first impression is important but a good closure is also important
95
virtual experience
customers nowadays look for reviews and ratings on the internet
96
inseparability
production and consumption of the product take place at the same time, often called inseparability
97
word of mouth
one of the most important sources customers take information from. via the internet or real life
98
Co-creation
customers active participation in staging the hospitality experience
99
Guest satisafaction
when a guest is satisfied with the product you deliver
100
Competitive set
Organisations that compete for the same customers, and offer similar products
101
Skimming
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
Penetration
an inferior product to the rest of the competitive set, forcing the organisation to make low level products to regain market share
103
Surrounding
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
hidden
When an organisation lacks a clear vision and simply follows the competition
105
Matching
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
Undercutting
Demands full attention, competitor has superior reviews and ratings, you want to gain market share and offer slightly lower rates
107
Revenue Manager
is a key decision maker in the operational pricing phace
108
Sales and marketing manager
is able to provide an accurate estimate of the value of clients and generate new business leads
109
Operational manager
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
Management contract (Hotel)
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
R.E.I.T.
Real Estate Investment Trust
112
M.I.C.E.
Meetings, Incentives, Conferences, Exhibitions
113
Personas
descriptions and visualisation of fictional characters that represent different(groups) guest, types or segments
114
Touchpoint
all the moments the guest and host are interacting
115
Pre-service period
when the concept or brand promise is made and expectations are created
116
service period
all the touchpoints form the moment of booking, till the moment the guest leaves
117
post service period
after the guest leaves, all possible forms of evaluation including comparing expectations to actual experiences that indicate whether the guest was satisfied
118
what is hospitality
a combination of product, service and behavior as an offer tailored to the needs and objectives of the quest
119
Hospitality model (Casee/Reuland) 1982
Hospitality is a service environment; harmonious mix of food, drink, accommodation physical environment, behavior and attitude
120
Hospitality on the guest journey
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
Mood makers
are the enthusiasts who perform invisible important work.
122
what are the 4 phases
0. Alienation phase(no attention to guest and hospitality)
1. Pioneering phase(local, small-scale initiative)
2. Connecting phase(some pioneers find each other and scale up)
3. Structuring phase(working according to plan within a part of the organisation)
4. Growth phase(hospitality is an integral core value and guaranteed in both company culture and management system.
123
Can something be hospitable by defination
No, the guest determines whether his experience was hospitable or not
124
PGO model (Bolier 1988)
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
Falk & Dierking model
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
Personal context
personal experiences, skills knowledge
127
Social context
The people the guest is with, the other guests and staff, what behavior is expected
also interprets how busy it is
128
Physical context
the layout of the building, signage, routing, ambient conditions such as; light, smell and air. The design of the experience self
129
Segmentation
divides the heterogeneous(widely varied) market into small more homogeneous(similar) segments based on specific variables
130
Psycho graphic segmentation
divides the market based on personality traits, personal values, lifestyle and social class
131
Behavioral segmentation
divides the market based on guest knowledge, attitude, response towards a product or service
132
Demographic segmentation
divides the market based on income, age, occupation, race and gender.
133
Holistic intangible experience
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
steps in a design process
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
the Three Facets
Sponsorship
Intelligence
Service management
