Hospitality Facilities Management And Design 3rd Edition Pdf !!TOP!!
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This detailed textbook shows readers how to keep every area of a hotel running smoothly. The book takes a systems approach to hospitality facilities issues, while also providing a summary based on functional spaces within a property. Readers will learn how to communicate effectively with hotel engineering personnel, how technology can streamline facilities operations, and how to balance the needs of guests with concern for the environment.
This textbook has been substantially updated to reflect safety and security issues of current concern within the hospitality industry. This third edition presents best practices and guidance related to risk management in the hospitality workplace. Content takes a broader and more global view of the issues, and focuses on identification and mediation of a variety of safety and security concerns.
This textbook reflects the safety and security issues of current concern within the hospitality industry. This third edition presents best practices and guidance related to risk management in the hospitality workplace. Content takes a broader and more global view of the issues and focuses on the identification and mediation of a variety of safety and security concerns.
Despite numerous efforts by researchers to examine the importance of design among hospitality and tourism operations, little if any attention has been paid to small operations of these industries, for example, to the level of importance operators place on facility design. Semi-structured face-to-face and phone interviews among 30 businesses located in Western Australia were used in the data collection process. Overall, respondents not only indicated being actively involved in the design of their small businesses, but also emphasised the importance of maintaining a balance between the physical aspect and their operations' natural surroundings. Simplicity and efficiency are also identified and used as operations' appealing factors. Because of the important role that small enterprises play in the hospitality and tourism industries, the findings of this study have important implications for ways in which design is being utilised among these operations to promote efficiency, comfort and value to guests' experience. These areas, in turn, could positively contribute to businesses' well-being. This exploratory study investigates an area that to date, despite its fundamental importance, has received limited attention in different fronts, including in academic research.
In addition, to date, contemporary research has dealt very little with the design dimension and its importance among small-size hospitality and tourism operations, including knowledge that might answer the following questions:
Countryman (2001) asserts that a hotel's physical design modifies guests' inferences and perceptions of quality. In fact, research has also examined the importance of design in front-line areas of hospitality operations, with Withiam (1989) and Countryman and Jang (2006) discussing the critical importance of lobby design for hotels, and Thapa (2007) investigating how design features of hotel lobbies can have an impact on customers and their behaviour toward the hotel's overall environment. These studies demonstrate that the design element constitutes a critical aspect in adding value to hotels, with potential business implications in the form of positive word of mouth and future increased business. Hotel design can also contribute to creating tangible attributes that visitors can identify (West and Hughes, 1991, p. 364), and at the same time can provide quality, including aesthetic quality, to enrich guests' experience (Johns, 1993, p. 23).
Overall, combining design, comfort and efficiency seems to be a challenging yet rewarding strategy for hospitality operations to integrate to contemporary business practices. This study investigates to what extent small hospitality/tourism operators' are implementing this strategy.
These areas could provide operations with valuable information about their customer base, allow them to put long-term strategies in place to fulfil visitors' demands, and to potentially benefit in the process in the form of enhanced commercial opportunities. Clearly, design may provide many advantages to both the operation and visitors, and its significance transcends simple aesthetic principles. As many of the comments in this study suggest, hospitality and tourism operations need to pay attention to many aspects of their design. The competitive nature of the hospitality and tourism industries is also adding more complexity, and business will have to continue providing a pleasurable environment to their guests. In return, it is critical that guests provide much needed feedback to operators and that operators are receptive and accept such feedback as a way to increase their level of competitiveness.
For people to do their best work and feel engaged in their environments, they need to be in buildings that are safe, welcoming, and efficient. Facilities management has a hand in everything that surrounds the people in facilities and on the grounds. Where they work, play, learn, and live should be comfortable, productive, and sustainable.
See how ISS is transforming the facilities management of more than 25,000 buildings worldwide using TRIRIGA. Specific facilities management examples show the value of IoT as buildings and environments become more personalized, intuitive, and easy to use.
When facing ongoing pressure to reduce operating costs, companies tends to look for savings without giving much thought to the long-term repercussions. This dynamic makes facilities management a particularly ripe target. During challenging economic times, companies trim facilities management budgets; once the outlook rebounds, spending levels often remain low. This pattern can lead to deteriorating conditions of buildings and equipment, potentially costing more in the long run.
Over the years, industries have accepted outsourcing as a viable option to non-core operations, including facilities management. Companies typically follow a progression that begins with outsourcing noncore activities at individual locations (Exhibit 1). The consolidation, standardization, and bundling of these tasks across facilities over time results in the outsourcing of a comprehensive set of noncore services and management to third parties.
Several economic factors have made outsourcing more relevant for facilities management. Growth is slowing across several large countries as they reach the tail end of current economic cycle. Far-reaching global trade conflicts have created unexpected changes in commodity and finished product prices. Meanwhile, increased tech disruptions in a handful of industries are pushing legacy companies to free up cash for technology investments. Last, lower unemployment rates are pushing wage rates higher for the best talent. Thanks to these developments, the total market for facilities management (both in-house and outsourced) is expected to grow at more than 6 percent a year from 2018 to 2024, hitting nearly $1.9 trillion (Exhibit 2).
Facilities management is ripe for disruption: it lags behind other functions such as production equipment maintenance by both digital maturity and penetration of technology. Although technology is available for facilities management, several obstacles have inhibited adoption, such as a lack of digital skills within the function, other priorities for leadership, and a focus on continuous cost cutting. These factors have made the facilities management outsourcing market attractive for leading vendors that were already engaged directly or indirectly with this function. Several incumbents have developed an integrated facilities management offering in an effort to capture a greater market share.
A global financial institution was spending $450 million annually to maintain its thousands of locations around the world. Its fragmented supplier base included more than 10,000 vendors across about a dozen categories. To assess opportunities for outsourcing, the institution undertook a scoping and prioritization exercise, sought to gain greater transparency into spending categories, applied advanced sourcing techniques, and invested in stakeholder management. With the insights gained from this process, the company was able to consolidate its facilities management spending from dozens of suppliers to just one vendor, while standardizing business processes and service quality. Adopting integrated facilities management helped reduce costs by more than $150 million over three years.
Notably, trends in this category can increase facilities management costs (for companies that choose to invest more in workspace design), but they could also indirectly compensate for these outlays with higher employee productivity.
Leading companies are in the process of integrating robotics into their facilities management operations for tasks such as floor cleaning, window washing, and power washing. Innovations in early stages of development include robots for security patrol, lawn mowing, and snow removal, among other tasks. The promise of such robots is threefold: beyond the opportunity to reduce operating expenses, these machines could free up existing staff to focus on higher-value activities while mitigating some of the risk associated with these tasks.
Many industries have traditionally kept facilities management on the backburner, but this category can be a goldmine of savings. One company, for example, was under pressure to reduce costs, but the procurement team was skeptical of addressing facilities management because of sensitivities within the organization. The indirect procurement team asked for support from CPO and COO to back a transformation of facilities management, and this support created an actionable pipeline of savings for the next three years.
Companies should develop a comprehensive, long-term category strategy to incorporate all facilities management trends. A sequencing exercise can help companies to prioritize initiatives. Since technologies will continue to evolve, facilities management leaders should establish a regular strategy review process of all categories to refine and hone their vision. 2b1af7f3a8