By Wes McGregor
Crucial examining for development proprietors, amenities managers, architects and surveyors, this ebook also will turn out precious on company administration and amenities administration classes, and for these learning structure, surveying and actual property administration. First booklet to deal with this crucial and topical topic areaUse of Case Notes to demonstrate topicsFocuses on correlation bertween paintings and place of work; among office and paintings effectiveness
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Extra resources for Facilities management and the business of space
More importantly, at the organizational level, there are marked implications for how business resources should be organized, procured and managed, to deliver the desired outcomes. Judicious management of all resources including real estate assets - will continue to be a major factor for companies seeking to maintain a competitive advantage. In the context of facilities management, we are concerned with how change impacts on two distinct but interrelated processes - the provision of facilities and their management over time.
Gale, J. and Case, E (1989)A study of corporate real estate resource management. Journal of Real Estate Research. 4 (3), 23-34. , Lambert, S. and Becker, E (1993) Strategic Management of the Fifth Resource: Corporate Real Etate. Report of Phase One: Corporate Real Estate 2000 (USA: The Industrial Development Research Foundation). Varcoe, B. (199 l a) Proactive premises management- the premises policy. Property Management. 9 (3), 224-230. Varcoe, B. (1991b) Proactive premises management- asset management.
The days of trading one aspect off against the other are g o n e - what business expects, in fact demands, is low cost and high quality. An informed intelface between strategic management and operational management is clearly needed, in order to address overlapping concerns and to reconcile top-down communication of strategic intent with bottom-up performance reporting of the real estate asset management function. Management development, promoting this informed interface between corporate planners and real estate and facilities managers should be driven by a clear motivation that balances: 9 the demand to control costs and minimize long-term commitments to infrastructureboth of which suggest the consumption of less functional space; with 9 the increasing need to provide workplaces that enhance productivity, while addressing increasingly complex environmental requirements; and 9 the provision of satisfaction to the workforce, individually and collectively.