Organizations depend on the support, functions and services within its scope of business in order to succeed or meet their target and goals. One of such support services is the facilities management function within the organization. The specific aim of this study is to look at how to strategically position Facilities Management in organizations in Ghana and use the results to obtain and to inform the industry on the level of strategic positioning to aid in deciding on the future of the profession. The objectives included identification of the organizational structures of the facilities management unit, indicating the factors that need to be considered in aligning facilities management to the core business, identifying the level of positioning of facility functions with the organizations and reviewing the scope of services offered by Facility Management function. In order to achieve these objectives, the research adopted the quantitative method of research which involved the use of questionnaires which were designed for respondents to indicate their various ideas about facilities management and interviews were also conducted. The population of the research involved participants in the financial industry that shared common characteristics, that is, had little knowledge of facility management and its functions. Data was collected on the spot after issuing to the respondent. The data was analyzed using the frequency index and the Relative Importance Index mathematical formula. The findings were that information are not readily available for clients to improve customer service and also most organization had poor facility presentation. Recommendations made included improvement of facility presentation and making vital information vital to customers readily available for them.

Organisations depend on the support, functions and services within its scope of business in order to succeed or meet its targeted and goals. And one of such support services is the facilities management function within the organisation.

Various writers and institutions across the globe has defined and described facilities management to reflect its growing importance. The widely accepted one is that given by the European Committee for Standardisation (CEN) which defines FM as;

“The integration of the processes within an organisation to maintain and develop the agreed Services which support and improve the effectiveness of its primary activities”.

The above definition incorporates what other authors and experts in FM see the profession to

involve  especially in providing support services to an organisation.

FM has existed as long as Buildings (Becker and steele, 1990) and as long as organisations‟  need to have facilities in those buildings work successfully for their operations.

Contemporary day Facilities Management came to fame and international recognition within the past three decades with the setting up of professional associations such as the International Facility Management Association (IFMA), European FM (Euro FM) and British Institute of Facility Management that has fronted the progression of the profession. These organisations have in the recent years helped expert in the Facility Management industry to make well updated decisions in the line with good practice and professional ethics. Business and organisations in Europe and America have come to understand the importance of Facility Management to their growth and therefore support the development of the industry through their practices and processes.

Globally, it is accepted the important role Facility Management (FM) plays in the management of services and facilities, contributing towards either the partial failure or relative success of an organisations business. Over the past decade, facility management is pivotal as a widely developed and one of the most accepted basic functions every organisation need (Herguner and Reeves, 2000).

Most FM practices share a mutual aim by sustaining business operations and underpinning its strategies of provision of support services. Because the characteristics and nature of organisations are diverse, there is the high tendency to require different support arrangements in different sectors, at different times and in different cultures and countries. That been said, the management and provision of support arrangements to meet the needs of a particular organisation is one of the crucial issues of facility management practices. This creates basic problems of selecting and positioning FM arrangement and measures to be put in place to modify and restructure or review the support arrangements within organisations of all kinds.

Most organizations rely on intuitive and informal decisions or replicating the practices of other organization by benchmarking information where available to answer or address any sceptical issue that may arise and hinder the fundamental importance of all organisations. This involves two approaches namely the 'best practice' and 'ad hoc' approaches; the former deals with the selection and application of an exemplar solution, most at times, sets of facility management practices arrangements that are ideal to the specific organization in question; and the later which is a more commonly used, is a one-off approach which specifically addresses solutions based on the uniqueness of an organization‟s circumstances. It should be noted that the approaches are not mutually exclusive but modifying specific circumstances to suit best practice solutions is very important.

South Africa and Nigeria are the torch bearers in Africa at the moment supporting the advancement of the profession with well-established associations since the mid-1990s. The South African Facility Management Association (SAFMA) and the Lagos and the Abuja chapters of IFMA in Nigeria are the known organizations in Africa within the industry that support and endorse Facility Management within the sub region.

Constant campaign by these associations and the arrival of foreign multinational organisations has created an intense or passionate awareness of Facility Management in Ghana. The high increasing in investment in high rise commercial buildings in Ghana has necessitate for the need for the real estate companies and investors to protect their capital with a good maintenance culture and practices (Akuffo, 2004). Estate developers such as Taysec, Regimanual Gray, Trasacco Valley, GREDA, Devtraco Ayensu River and Lakeside Estate just to mention a few incorporated Estates and Facilities are typical examples.

The joint venture of State Insurance Company (SIC), Social Security and National Insurance Trust (SSINT) and Broll, a South African Facility Management service provider, to form Broll Ghana which is to date one of the front contenders in Facility Management service provision in the country. This knowledge and continuous acceptance of Facility Management by organisations and the wider built environment industry demands that Facility Management is given a more strategic role to play in organisations that they find themselves. The positioning will effectively create valve for such organisations as Facility Management covers a wide range of facility services and management of such services can contribute to the relative success or the partial failure of an organisation‟s Business (Chotipanich, 2004). With regards to the above this research is being conducted to investigate the strategic positioning of FM operation in a financial institution in Ghana.

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Item Type: Ghanaian Topic  |  Size: 66 pages  |  Chapters: 1-5
Format: MS Word  |  Delivery: Within 30Mins.


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