Strategic Facility Management in The Laslett Hotels

The report provides an in-depth examination of The Laslett Hotels' facility management practices. It identifies critical areas requiring attention to improve customer experience and operational efficiency. By leveraging insights from industry experts like Alexander (2013) on facilities management theory, and Roper & Payant (2014) on practical implementations, the report proposes actionable strategies for integrating Building Information Modelling (BIM) as suggested by Teicholz (2013). It emphasizes sustainability in water management through Kasim et al.'s (2014) framework and highlights the importance of quality management practices outlined by Pereira-Moliner et al. (2012). Through strategic modifications, The Laslett Hotels can achieve enhanced service delivery, customer satisfaction, and sustainable operations.

Running head: STRATEGIC FACILITIES MANAGEMENT
STRATEGIC FACILITIES MANAGEMENT
Name of the student
Name of the university
Author note

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Executive summary
The report aims at understanding the roles of the manger of the concerned company, The Laslett,
and thereby understands the roles that are being played by the manager in undertaking the
effective management. the activities that the manger must undertake in order to resolve the
challenges faced by the organization is being discussed. The importance of maintaining the
quality of the services that are being provided by the organization is being discussed and the
steps that are required to be taken are enumerated. Therefore, the main purpose of this report is
to understand the significance of the facility management of the concerned company and
enumerate ways in which the problems that are being faced can be resolved.

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Table of Contents
Introduction......................................................................................................................................3
Scope of the facility management and role of the executive facility manager................................4
Preventive management and the issues faced..................................................................................5
Activities undertaken in order to retain the facility management....................................................6
Ensuring the quality.........................................................................................................................7
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
Appendix........................................................................................................................................11

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Introduction
The changing world depending on the changes in the taste and preference patterns of the
consumers has affected the growth of the multinationals. People have developed traits of
consumerism that have affected the growth of the service providing sectors in the market. The
luxury that the people demands is the major consideration that is being undertaken by the sectors
that have given rise to the hotels and the hospitality management (William East, Nisbet &
Liebich, 2012). It focuses on the services that are being provided to the clients based on the
requirements of the clients. The gradual growth of the hotels is an important consideration as per
the facilities that are being provided by the hotels. Therefore, in order to monitor over the
facilities that are being provided, proper management must be undertaken in order to address the
requirements of the client.
The discussion that is being undertaken in this report aims at understanding the
management systems that is being undertaken by a hotel in UK. The management of the facilities
is an important consideration that every hotel must undertake in order to ensure the services that
are being provided to the clients. The clients, who believe in buying the facilities, must be treated
in a way to retain the brand loyalty of the hotels (Alexander, 2013). The consideration that must
be undertaken by the hotel reflects the objectives of the hotel in accordance to the service that is
being provided and the client retention objective of the hotels. The concerned hotel .for this
report is situated in UK, named The Laslett. The range of hotels is being established with the
objective of providing world class service to the clients. In order to provide the assured services,
the range of hotels undertakes a proper management in order to monitor over the requirements of
the client. In order to achieve the common goal of the organization the hotel resolves the

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problems relating to the management of the facilities that is supposed to be provided through the
appointment of a manager to look after the services.
The purpose of this report is to understand the importance of the strategic management of
the facilities that must be undertaken by every organization. In order to excel in the services that
are being provided by the organization and therefore retain the market the organization must
adhere to the management of the facilities that are being promised to the clients. The report
examines the necessity of the facility management and thereby understands the different
activities that are being taken by the manager in order to avoid the circumstances of the risk of
ill-treatment.
Scope of the facility management and role of the executive facility manager
The scope of the facility management is based on the facilities that the organization
promises to provide to the clients. The facilities that are being provided is basically sub-divided
among the internal departments of the organization in order to undertake the smooth functioning
of the organization (Teicholz, 2013). The task and the responsibilities involved in the facility
management are based on the proper management of the facilities that is being provided by the
hotels. The scope of the management is based on the resources and the facilities that are being n
provided to the clients, as proposed (Wang, Chen & Chen, 2012).
The scope of the facility management is based on the technological advancements and the
requirements of the organization relating to the operational management and in maintaining the
property structure of the organization. The management of the facilities helps in monitoring over
the services and the properties of the firm at the same time (Ransley & Ingram, 2012). In this
modern era, facility management is a growing industry, which is being undertaken by most of the

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organizations in order to ensure the proper management of the real estate and to monitor over the
services that are promised by the organization.
The role of the facility manager includes proper monitoring over the property or the real
estate of the organization. The manager also ensures that the property is serving the purpose of
the organization. On the other hand, the manager also makes a note of the services that are being
provided to the clients (Roper & Payant, 2014). The manager is held responsible for any issues,
reported by the client, as per the concern of meeting the requirements of the clients. The manager
looks after the support services and takes care of the issues that are being reported by the clients.
Preventive management and the issues faced
The preventive management includes the steps and measures that must be planned by
every organization in order to ensure the safe and smooth functioning of the same. The
preventive management depends on the issues that are being faced by the organizations in order
to perform according to the facilities that are being promised by the organization (Pereira-
Moliner et al., 2012). The preventive management measures helps in supporting critical
conditions that the concerned company might face.
The facilities that are being enumerated by the concerned organization are based on the
requirements of the clients. The gym, the spa and the other facilities that are being provided by
the Cinnamon range of hotels is based on the needs of the client in that particular area (Refer to
the appendix for the Annual Report). Therefore, the company makes use of the preventive
management practices in order to underrate the safe exposition of the facilities. The important
criteria of undertaking the measures are to ensure the perfect and smooth functioning of the
facilities (Liu & Issa, 2013). The issues that are faced by the organization is specially due to the

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lack of integration between the internal departments of the organization. The prime responsibility
of the manager is to facilitate the integrated approach among the departments in order to make
sure that there are no gaps in the process of providing service to the clients. The issues that are
being faced by the organization in order to undertake the preventive measures is based on the
communicational gaps that still exist within the internal systems of the organization (Riley,
2012).
Activities undertaken in order to retain the facility management
The manger of the organization can take steps in order to retain the proper functioning of
the facility management. The steps that can be enumerated to support the existence of the proper
management of the facilities are being discussed in this section of the report. The strategic
analysis of the issue is the first step that must be undertaken by the manager in order to identify
the issue and thereby understand the requirements of the issue. While taking the step the manager
is required to enumerate the issues that are being faced by the internal departments and by the
property of the company (Drion, Melissen & Wood, 2012). Proper auditing of the resources and
the property and the services that are being provided by the organization helps the manager in
understanding the challenges that the organization is facing. The strategic analysis of the
concerned company has helped the manager in enumerating the main challenge that is being
faced by the organization as to the lack of proper communication and integration between the
internal departments of the organization. This lag of the communication and integration has
resulted to the miscommunication, which is the basic cause of the lower rate of client retention
that is being faced by the organization (Langston & Lauge-Kristensen, 2013).

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The second step after the identification of the issue is formulating a solution to the issues
that are being faced by the concerned company. in this context, the company is facing an issue
due to the lack of proper communication and integration between the different internal
department. Therefore, the manager must formulate steps in order to resolve the issue that is
affecting the smooth functioning of the business (Kasim et al., 2014). The solutions are made
adhering to the modifications that are required to be undertaken by the organization in order to
improve the facilities and the services that the organization aims at providing. In this context
steps are taken in order to improve the communication and therefore make improvements in the
integration between the internal departments of the organization.
Adhering to the technological advancements the communication system of the internal
departments of the organization can be modified and therefore the manager takes the necessary
steps in order to modify the conditions that are resulting to the challenges (Hill, Jones &
Schilling, 2014). Proper implementation of the solution is the only option that is being left with
the manger in order to make the probable progress in the company’s service rendering activities.
The implementation of the technologies and the arrangement of the meetings within the staff
members helps in modifying the communication system of the organization. It also helps in
bringing about the integration between the members of the internal departments. Therefore, the
processes help in making the process of management more comfortable for the manager.
Ensuring the quality
The quality of the services that are being rendered by the organization is based on the
proper management functions that are being undertaken by the organization. The manager of the
concerned company is maintaining the management of the internal and the external departments

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in order to make the services more feasible (Epstein & Buhovac, 2014). The quality of the
services that is being provided by the concerned organization determines the rate of retention of
the clients. Therefore, strict monitoring over the services are being undertaken by the manager to
ensure that the services that are being provided corresponds to the customer satisfaction.
Customer satisfaction is the major objective of this service-providing sector and therefore,
rendering proper services is an important consideration that is being undertaken by the manger of
the organization (Atkin & Brooks, 2014). The facilities that are being promised by the
organization is based on the requirements of the customer and therefore proper rendering of the
promised facilitates and the services is an increasing concern of the organization that must be
monitored by the manger (Wang et al., 2013).
Conclusion
Therefore, from the above analysis it can be concluded that the management of the
facilities and the steps taken by the manger in modifying an improving the services that are being
provided by the organization. The steps and the actions that are required to be taken by the
manager is also being discussed in the discussion part of this report in order to understand the
different approaches in which the issues in the service providing process can be resolved. The
importance of maintaining the services that are being provided by the organization is an
important consideration that must be undertaken by the manager in order to address the problems
and the issues faced by the organization. The scope and the roles of the manager is being
thoroughly discussed as per the requirements of the organization that helps in the process of the
facility management of the organization.

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References
Alexander, K. (Ed.). (2013). Facilities management: theory and practice. Routledge.
Atkin, B., & Brooks, A. (2014). Total facility management. John Wiley & Sons.
Drion, B., Melissen, F., & Wood, R. (2012). Facilities management: lost, or
regained?. Facilities, 30(5/6), 254-261.
Epstein, M. J., & Buhovac, A. R. (2014). Making sustainability work: Best practices in
managing and measuring corporate social, environmental, and economic impacts.
Berrett-Koehler Publishers.
Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an
integrated approach. Cengage Learning.
Kasim, A., Gursoy, D., Okumus, F., & Wong, A. (2014). The importance of water management
in hotels: a framework for sustainability through innovation. Journal of Sustainable
Tourism, 22(7), 1090-1107.
Langston, C., & Lauge-Kristensen, R. (2013). Strategic management of built facilities.
Routledge.
Liu, R., & Issa, R. R. A. (2013). Issues in BIM for Facility Management from Industry
Practitioners' Perspectives. In Computing in Civil Engineering (2013) (pp. 411-418).
Pereira-Moliner, J., Claver-Cortés, E., Molina-Azorín, J. F., & Tarí, J. J. (2012). Quality
management, environmental management and firm performance: direct and mediating
effects in the hotel industry. Journal of Cleaner Production, 37, 82-92.

10STRATEGIC FACILITIES MANAGEMENT
Ransley, J., & Ingram, H. (2012). Developing hospitality properties and facilities. Routledge.
Riley, D. (2012). U.S. Patent Application No. 13/420,090.
Roper, K. O., & Payant, R. P. (2014). The facility management handbook. AMACOM Div
American Mgmt Assn.
Teicholz, P. (Ed.). (2013). BIM for facility managers. John Wiley & Sons.
Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market orientation
and hotel performance: The moderating effects of external environmental
factors. International Journal of Hospitality Management, 31(1), 119-129.
Wang, Y., Wang, X., Wang, J., Yung, P., & Jun, G. (2013). Engagement of facilities
management in design stage through BIM: framework and a case study. Advances in
Civil Engineering, 2013.
William East, E., Nisbet, N., & Liebich, T. (2012). Facility management handover model
view. Journal of computing in civil engineering, 27(1), 61-67.

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Appendix
Figure 1: Annual report of The Laslett
(Source: Riley, 2012)