FACILITIES AND OPERATION

MANAGEMENT
CONTENTS
INTRODUCTION.......................................................................................................................................1
TASK – 1....................................................................................................................................................1
1.1 Accountabilities of Facility manager towards staff......................................................................1
1.2 Role of Facility manager towards operational aspects of building...............................................2
1.3 Accountabilities towards the patrons...........................................................................................3
1.4 Discussing the impact on facilities operations of employers or funding agencies........................3
TASK – 3....................................................................................................................................................4
TASK – 4....................................................................................................................................................5
CONCLUSION...........................................................................................................................................6
REFERENCES............................................................................................................................................7
INTRODUCTION
Facilities operation management is a strategic area of a business in order to perform the
work tasks easily and accurately. Through this, business can achieve sustainability in the market
by the way of offering quality products and services. There are many responsibilities of the
facility manager in an organization, which is quite essential to understand for effective
functioning (Enoma, 2015). The main focus of the present research report is to have a detailed
discussion in regards with the principles standards needed by the firm for having proper
management and operation of facilities. Concerning this, The Levin Hotel in London is being
taken into account. It is one of the most attractive boutique hotels near Green Park, London. As
per the scenario given in the tasks, the hotel is not performing well from last few years and is
facing severe problems like low rate of customer satisfaction, low retention of customers,
decreased occupancy rate and many more (The Levin, 2018). Relating to this, the general
manager has taken a decision in regards with the implementation of new culture of
organizational responsibility and ha also decided to redecorate the hotel in order to make it
alluring and pleasing to the guests. In this current research report, responsibilities related to the
facility management headed for staff members, clients and operation of property will be
evaluated effectively. In addition to this, as a facility manager of the hotel, assistance will be
rendered towards legal and statutory perspectives as well. The later part of the report will also
discuss administration and control strategies in order to have effective performance of the
business.

TASK – 1
1.1 Accountabilities of Facility manager towards staff

Throwing light in relation with the facility management, it is nothing but a process
through which operation within the business is managed effectively by implementing numerous
strategies and with a sole aim to sustain a competitive advantage for the organization from other
players in the market (Li and Li, 2000). The facility manager of the Levin Hotel is accountable
for management of all the process and is treated as a head of the property. Some of his
responsibilities towards staff members are being discussed below:

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 Training and Development – A facility manager of Levin Hotel is also in charge of
offering adequate training and development to the employees and should guide them
towards operational, technical and facilities aspects.
Clear roles and responsibilities – Facility manager is required to make their staff
members responsive about their roles ad duties regarding the procedure of the hotel.
Smooth management and operations – it is also important for the manager to ensure that
staffs being recruited are eligible and possess needful skills for performing the work task
effectively (Volberda, 2009). Additionally, the facility manager is also accountable for
proper allocation of human resource, financial and operations budget at the initial level so
that activities can be undertaken smoothly. Further, all grievances and issues should be
resolved at their earliest level so that flow of work is not disturbed.
Employee engagement and welfare activities – The facility manager should consider the
views of employees while taking any crucial decisions about the hotel. This will help in
engagement of workers, they will feel valued and there will be generation of new ideas as
well (Mark, 2004).

1.2 Role of Facility manager towards operational aspects of building

Maintenance and Repair – Further, he also plays a crucial role in ensuring safety of
equipments as well as checking maintenance and conditions of other machines. In
addition to this, programs related to fire extinguishers and evacuation should be placed
sufficiently.
Accessibility – He has access to the vital documents of the Levin hotel. For illustration,
he is responsible for renewing all necessary certificates and licenses of different kinds
related to the working of the hotel. This should be done in a proper time by facility
manager (Assetsure, 2013).
Mechanical and Electrical Systems – The facility manager of the hotel is responsible for
conducting timely inspection of functioning of various devices such as machines,
electronic devices, computers etc. Moreover, it is hi duties to offer advice on energy
saving and should retort to any failure of electric systems quickly.
Refurbishment and Security – The manager is also held liable for the renewal and
refurbishment of the property. Other than this, he should consider all legal as well as
statutory necessities in the working of the hotel. Notices, display and signage aspects

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 should be taken care sufficiently. The facility manager also makes arrangement for
external and internal legal and statutory audits in order to consider security in each and
every phase.

1.3 Accountabilities towards the patrons

Customer satisfaction and improvisation – Facility manager plays a significant role in the
hotel through evaluating the services related to customer that leads to their satisfaction
(Barsky, 1992). Their level of satisfaction can be measured and evaluated by the
mechanism of feedback. In addition to this, the hotel should offer healthy and safe
ambience to their guests and must check on the quality of food before serving to them.
Management of service – it is equally vital to analyze the needs and demands of the
clients prior so as to deliver best services to them. Through this, the manager will be able
to manage the services effectively.
Offering customers better deals – The manager of the hotel is required to offer attractive
deals to the customers so that they get attracted towards the hotel and enhances the sales
of the hotel.
Safety and security assurance – Safety and security of the guests is also important and
thus, necessary regulations should be made concerning this (Johnson and Scholes, 2002).

1.4 Discussing the impact on facilities operations of employers or funding agencies

For the facility manager, it is very indispensible to manage the operations within the
Levin Hotel as per the laws and statutory compliance. Facilities operation must be carried out
according to the standards operating methods within the hotel. Facility manager is being
appointed in a firm to take care of varied operations, customers as well as employees of the
company. His presence is the complete evidence to the firm that all the legal requirements have
been met and the hotel is free from any sort of hassles in respect of legislations and laws (Nutt
and McLennan, 2000). On contrary to this, the funding agencies and local authorities will also be
contended because the hotel is being practicing legal procedures and there is no illegal process in
any of the aspects. Moreover, these authorities are more likely to offer fund to them so as to keep
the working of the hotel successfully. Thus, it can be said that because of facility operation there
is overall control in the activities and workflow of services within the Levin hotel.

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TASK – 3

Throwing light towards the hotel operation, it is being referred as interaction and
communication taking place amid different departments and clients on a regular basis. For
meeting out the daily needs of communication in the hotel various tools such as walkie-talkie
and other technical devices are required significantly. In addition to this, for the purpose of
communicating exact information to the employees, e-mails, telephones and internet facilities
might serve as a great support to the hotel (Then, 2009). Moreover, for management of
information, MIS and performance management system can be used by the managers.

Focusing in regards with the control system, they are numerous in numbers which can be
executed within the Levin hotel in order to have proper facilities operation. The most important
among them is budgeting, which is nothing but a plan concerning to costs that needs to be
circulated in every department so as to keep a check on expenses and financial aspects. The
second control system is auditing and accounting. It is the area, where decided budget is verified
and audited as well as controlled. The third control system is manuals and procedures in regards
with the equipments start-up and closing down (Thompson, 2000). The next system is about
sales and purchase which consists auditing and checking of sales and varied practices in the
hotel. With this control system in place, the manager can control the practices and procedures
within the hotel. Finally, for the purpose of checking the operations in the Levin hotel, operation,
maintenance, prevention and control methods should be implemented.

For effective management of building, there are numerous systems which are required to
be in place of facility manager and these are being defined underneath:
Plumbing systems – This is a useful system, as it will help the processes and steps related
to plumbing features in the Levin hotel. This system will organize all sanitary and water
related process within the hotel.
CCTV and monitoring system – With this system in place, the facility manage can keep a
check on entry and exit of the hotel. Further, it will also help in monitoring the activities
being performed by the employees at work.

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 Engineering systems – with the proper and effective engineering system in place, the
facility manager will be in a position to manage and control all the machines and
equipments being installed in the hotel (Thompson, 2000).
Fire Alarm System – This is quite important system in place for mitigating the fire issues
that might take place at any point of time in hotel. Fire alarm system will act as a fire
check and evacuation program.

TASK – 4

For the facility manager, it is very crucial to set criteria for analyzing the usefulness and
quality of the facilities operation at the hotel and some of them are explained below:
Creating Vision, Mission and Standards for the Facility and Company –Vision and
mission statements are nothing but a guideline that offers direction to the team about the
things they need to achieve. With this, team’s work direction can be controlled and new
processes can be implemented if the situation demands.
Setting the targets, objectives and the plans – It is necessary to set targets, objectives and
plans for varied operations to be performed as through this the performance can be
monitored and controlled. The performance can be checked through automated processes
on varied devices being present within the hotel and thus, no manual tracking system is
required (Johnson and Scholes, 2002).
Improvement and execution of the training and developmental programs – There is a
need to make improvements in the skills and abilities of the employees with the changing
phase of time and this can be achieved through developing training and development
events.

In order to evaluate the quality and effectiveness of the facilities operation, there are
mainly two evaluation and review procedures which are being described in the subsequent
paragraph.
Operations & Maintenance Proactive check and checklist – This takes into consideration
numerous procedures which can control the operation and maintenance of hotel facility.

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 Seeking help from this checklist, manager can monitor equipments, machines and various
other tools present within the hotel.
Review and evaluation of the trainings – Hotels make arrangement for training and
development sessions and if the results from these sessions will not be judged on the
level of its implementation in the operation than in reality these training events are of no
use. It is quite known fact that knowledge being gathered from the training can be
analyzed only through post training evaluation tools and procedures (Enoma, 2015). This
can be performed by getting feedback from the clients who have availed the services and
amenities of the hotel. Through this system, any loophole can be traced out and can be
corrected timely. Other than this, for keeping a check on the quality of the manager
concerning effective implementation of system, 360 degree evaluation of the facilities
manager can also be used.

CONCLUSION

Therefore, from the above discussion it is quite attributed that operation of the hotel is
similar to operation of any other kind of building. A well-defined standard, procedure and
practice are required to achieve the targets within a hotel. It was analyzed from the report that the
facility manager in the hotel is responsible for maintaining and controlling all the activities in
regards with the operations, customers and employees. Furthermore, there is also a need of some
control system to manage practices, procedures and people within the hotel.

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REFERENCES

Books and journals

Barsky, J., 1992. Customer satisfaction in the hotel industry: meaning and measurement.
Hospitality Research Journal, 4(1).

Johnson, G. and Scholes, K., 2002. Exploring Corporate Strategy. England: 6thed. Parson
Education Limited.

Li, H. and Li, L.X., 2000. Integrating systems concepts into manufacturing information systems.
Systems Research and Behavioral Science, 17(2), pp.135-147.

Mark, R., 2004. A Framework for Operations Management: The Value Chain. International
Journal of Operations and Production Management, 34(3/4), pp.337–345.

Nutt, B. and McLennan, P., 2000. Facilities Management risks & Opportunities. London:
Blackwell Science Ltd.

Then, S.S., 2009. An Integrated Resource Management View of Facilities Management.

Facilities, 17(12/13), pp.462-469.

Thompson, T., 2000. The Essence of Facilities Management. Facilities. 8(8), pp.8-12.

Volberda, H.W., 2009. Building the flexible firm: how to remain competitive. Oxford University
Press.

Online references

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Assetsure. 2013. Hotels UK: Regulations, Laws & Industry Practice. [Online]. Available
through: < http://www.assetsure.com/business/hotel-insurance/hotels-laws/ >. [Accessed on
1stAugust 2018].

Enoma, A., 2015. The role of facilities management at the design stage. [Online]. Available
through: < http://www.arcom.ac.uk/-docs/proceedings/ar2005-0421-0430_Enoma.pdf >.
[Accessed on 1stAugust 2018].

The Levin. 2018. [Online]. Available through: <http://www.thelevinhotel.co.uk/>. Accessed on

1stAugust 2018].