TABLE OF CONTENTS
Title
Dedication
Approval
Certification
Acknowledgement
Table of Contents
List of Tables
List of Figures
List of Annexures
Abstract
CHAPTER ONE
INTRODUCTION
1.1 Study Background
1.2 Statement of the Research Problem
1.3 Aim of the study
1.4 Objectives of the study
1.5 Research Questions
1.6 Research Hypotheses
1.7 Delimitation of the study
1.8 Significance of the study
1.9 Research Limitations
1.10 Definition of Relevant Terms
1.11 The study Area
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.0 Introduction
2.1 Facility Management (FM) in Focus
2.2 Facility Management History and its Current Status
2.3 Facilities Management Functions and Scope
2.3.1 The Importance of Flexibility
2.3.2 Making Impact in Facility Management
2.4 Information Technology (IT) and Facility Management
2.5 Impact of Information Technology in Facility Management
2.5.1 Mapping IT Innovation in Facility Management
2.5.2 Technology’s Impact on Property Management Profession(al)
2.6 Computer Aided Facility Management (CAFM)
2.6.1 Successful Implementation of CAFM Systems
2.6.2 Transfer of existing Data
2.6.3 Staffing
2.6.4 Data Collection
2.6.5 Codes and Identifiers
2.6.6 Control
2.7 Strategic Facility Plan Assembly
2.8 Core Competencies of Facility Asset Management Through 2020
2.8.1 Statement of Task
2.8.2 Required Core Competencies
2.8.3 Findings
2.8.4 Recommendations
2.9 Property Management Scope
2.10 Strategic Planning in Property Management
2.11 Estate Life Cycle
2.11.1 Life Cycle Costing
2.12 Property Maintenance and Administration
2.12.1 Property Maintenance
2.12.2 Basic Maintenance Procedures
2.12.3 Property Maintenance Administration
2.13 Relationship Between Property Management and Facility Management
2.14 Scope of Facility Management and Property Management Within Estate Surveying and Valuation
2.15 Scope of Estate Surveying and Valuation Curricular
2.16 Aim of the Degree in Estate Management
2.17 The Conceptual/Theoretical Framework
2.17.1 Conceptual Framework
2.17.2 Theoretical Framework
2.18 Organizational Theory
CHAPTER THREE
STUDY METHODOLOGY
3.0 Introduction
3.1 Research Design
3.2 Sources of Data
3.3 Primary Sources of Data
3.4 Secondary Sources of Data
3.5 Techniques of Data Collection
3.6 Mode of Data Presentation
3.7 Approaches to Data Analysis
3.8 Hypothesis Test Statistic
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.0 Introduction
4.1 Presentation of the Returns from the Study Questionnaire
4.2 Test of Research Hypothesis
4.3 Test of Hypothesis One
4.4 Test of Hypothesis Two
4.5 Test of Hypothesis Three
4.6 Test of Hypothesis Four
4.7 Analysis of the Responses from other Questions in the Study Questionnaire
CHAPTER FIVE
SUMMARY OF FINDINGS, RECOMMENDATIONS
AND CONCLUSION
5.0 Introduction
5.1 Summary of Findings
5.2 Recommendations
5.3 Contributions of the Study to Knowledge
5.4 Conclusion
5.5 Areas of Further Study
5.6 References
Annexures
ABSTRACT
Facility management emerged as a result of the growing need to adequately maintain and manage special facilities and components in buildings. It has a very wide spectrum as several disciplines, particularly those of the built environment, are in one way or the other connected with it. There exists a deep-seated misconception even amongst professionals and the elite over the distinction between the practice areas of facility management and property management. Basically, facility management has a much broader scope than property management. Property management falls within the core competency of the Estate Surveyor and Valuer. Given this backdrop, this study was brought about by the need to establish the dividing line between the two concepts so as to put a lasting stop to the lingering bickering between operators and stakeholders in both areas. Specific objectives were to: (i) examine the training curriculum of each of the disciplines with a view to establishing the differences between them, (ii) clearly ascertain the fundamental responsibilities of facility management, (iii) find out the actual goals of property management and (iv) identify the gaps between facility management obligations and those of property management. The study was guided by four hypotheses. The study adopted the purposive field survey approach targeting Estate Surveyors and Valuers. Respondents were Estate Surveyors and Valuers. Interviews and questionnaires were used to collect primary data, and secondary data were from reviewed related literature. The purposive sampling technique limited the questionnaire administration and interview to only Estate Surveyors and Valuers that make up the population of study. Estate Surveyors and Valuers sampled were from the South Eastern States of Nigeria. A total number of 140 questionnaires were administered to various respondents in the five states of the South Eastern part of Nigeria. In Enugu state, a total of 60 questionnaires were administered, Ebonyi had 20 number, Anambra 20 number, Abia 20 number, and lmo 20 number. The number of questionnaires administered in Enugu State represents 42% of the population of study, while Ebonyi, Anambra, Imo and Abia States had 14% representation respectively. Out of the 140 questionnaires administered 113 were properly completed and duly returned. The data obtained were analysed using the Chi-Square test. Eighty-eight percent (88%) of the respondents were of the opinion that Estate Surveying and Valuation had similar training and curriculum with facility management while 12% stated otherwise. Sixty-six percent (66%) believed that Estate Surveying and Valuation had similar responsibilities with facility management while 12% did not believe that the responsibilities were similar. Also, 98% agreed that property management had its actual goals, but a negligible value which is 1.8% stated that property management did not have actual goals. Sixty-five percent (65%) indicated that there were areas of gaps between facility management obligations and those of property management while 35% indicated that there were no areas of gaps. Estate Surveying and Valuation had similar training and curriculum with facility management (x2cal = 73.94 > x2tab = 9.488, α = 0.05). Estate Surveying and Valuation had similar responsibilities with facility management (x2cal = 13.94 > x2tab = 9.488,
α = 0.05). Property management had its actual goals (x2cal = 120.50 > x2tab = 9.488,
α = 0.05). There were areas of gaps between facility management obligations and those of property management (x2cal = 12.58 > x2tab = 9.488, α = 0.05).
CHAPTER ONE
INTRODUCTION
1.0 Background of the study
In Nigeria facility management became necessary as there arose need to improve the state of decaying infrastructural facilities within the country. These efforts were revealed in the introduction of the Petroleum Trust Fund which was commonly known as PTF, which had its major objective aimed at improving the condition of National facilities which ranges from roads, hospital facilities and educational facilities. In the same vein, private organizations like banks and oil producing firms in line with high competition in industries and increased organizational complexity have implemented facility management in a bid to concentrate on the core business of their organizations; Non-core business are outsourced to specialist organizations possessing expertise in various aspects of facility management. In line with this quest for efficiency and improved environment, organizations demand for the services of facility managers for the management of their facilities. As a result of this, facility management has become an interest area in Nigeria.
The increased national interest in facility management by different professionals have resulted into deep-seated misconception amongst professionals and the elite over the distinction between the practice areas of facility management and property management. Whereas property management falls within the core competency of the Estate Surveyors and Valuers, facility management is delivered by the integration of associated support services.
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