Konstanz, FH, Diplomarb., 2002.

Thesis (M.A.)--Rowan University, 2005. / Typescript. Includes bibliographical references.

Thesis (M.S.)--Worcester Polytechnic Institute. / Keywords: BIM, operation and maintenance, facilities management, Bartlett Center. Includes bibliographical references (p.70-71).

Zugl.: Karlsruhe, Univ., Diss., 2007 / Hergestellt on demand

abstract: Standardized processes for training and accountability, for an Environmental Services department within a healthcare system, were implemented to see the impact they would have on key performance indicators (KPIs). The KPIs involved infection rate for hospital acquired Clostridium Difficile (CDI), cleaning verification compliance, patient satisfaction, concerning the cleaning of their environment, and employee turnover. The results show that standardizing training and an accountability measure can have a significant impact on turnover, contribute to the reduction in CDI cases, ensure cleaning is performed at a high level and that the patient perception requires additional tools to meet their expectations on a consistent basis. / Dissertation/Thesis / Masters Thesis Construction Management 2017

Facilities Management (FM) has become one of the fastest growing disciplines in the built environment. Factors such as information technology, expectations of employees, the cost of mistakes in building, the cost of building space and global competition have influenced the growth of the discipline. These factors have forced facilities management to move from the basement to the boardroom; from a hidden function entrusted to the sleepy, slow and steady to one performed by increasingly bright-eyed and dynamic facilities managers. The objectives of this research focus on the need for a transformation strategy for FM in the public sector. However, before any transformation is considered, it is essential to understand the perceptions and attitudes of people dealing with FM in this sector. The National Department of Public Works (NDPW) became the focus of the study because it has the largest property portfolio in the southern hemisphere. It should be the leader in FM. The collected primary data (being quantitative) and secondary information provided the necessary basis to understand the application of FM in the NDPW. The study revealed shortcomings which are contributing to the problems outlined: namely, that no senior manager has been appointed to manage the portfolio and assist top management in decision-making; that neither a policy nor a FM framework are in place to guide the FM portfolio; that there is a lack of knowledge about the discipline, particularly by management and that there is no computer-aided FM in the entire department, let alone a FM helpdesk. FM is the coordination of workplace, people, physical infrastructure, processes and technology in order for an organization to meet its objectives. It is a wide field encompassing models that tend to differ considerably from one organization to another as it has to respond to the particular needs of each organization. It recognizes that a workplace’s configuration can have either a positive or negative impact on productivity, depending on the competency of the FM structures in place.

No description available.

Brandenburgische Techn. Univ., Diss.--Cottbus, 2001.

Universiẗat, Diss--Leipzig, 2003.

The continued development of Facilities Management (FM) as a profession largely depends on it playing a stronger strategic role in the decision-making of organisations. This requires the capability of better understanding the clients' facility needs and requirements, which ultimately means that Facilities Managers must learn about the nature of clients' organisations and their organisational cultures. This study contends that in a project it is the briefing process that provides the greatest opportunity for cultural learning to occur, a process wherein it is important for the actors to converge upon shared understanding of facility needs and requirements. By focusing on culture at a cognitive rather than a behavioural level, this study has specifically attempted to identify the types of knowledge learned during a briefing process, to explore the process of cultural learning and the factors that encourage or impede such learning, and to produce an insight into the process. A hospital partnering project was adopted as a case study for investigating the process of cultural learning during the briefing process. Using Nonaka's (1994) theory of Knowledge Creation, this study portrays the briefing process as one wherein the social processes during briefing facilitate the conversion of tacit and explicit knowledge in a cyclical way. Sackmann's (1991) categorisation of knowledge has been used to analyse the social interactions during briefing by dissecting the different levels of knowledge being shared. In support of the cognitive perspective of learning and the conceptual understanding of culture as mindsets or cognitions, Laukkanen's (1996) Comparative Cause Mapping method was used to measure the cultural learning occurring among members of both the FM and their clients' groups, using an in-depth inquiry into five key concepts during the briefing process. Data was collected longitudinally during the briefing process using real-time observations and semi-structured interviews which maximised the comparative measures of similarities and differences in the Cause Maps depicting cultural learning. This integration of culture, learning, and briefing theories usmg Nonaka's (1994) knowledge creation theory, Sackmann's (1991) categorisation of knowledge, and Laukkanen's (1996) Comparative Cause Mapping method has produced interesting and useful insights into the process of cultural learning during the briefing process within a hospital partnering project. The study has found that significant cultural learning did take place during the briefing process and that partnering projects can present opportunities for this to occur. In particular, it is established that cultural learning is best conceived of as a process of social construction in which individuals, subgroups and groups engage in a collective approach to understanding facility needs and requirements. More specifically, briefing meetings were found to represent contexts for social interactions in which cultural learning took place. This learning occurred in constantly negotiated boundaries and through conflicts and disagreements, with actors competing in a dynamic process of social construction to have their version of understanding of the clients' needs and requirements prevail. The diverse client groups within the hospital context being studied provided a management opportunity for Facility Managers to act as 'mediators', which facilitated cultural learning. Finally, FM technical knowledge was shown to be an important tool for the FM group during the process of cultural learning as the participants negotiated their versions of knowledge.