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Special thanks to:Glaxo Smith KlineRoche, Parma Site ServicesMunich AirportFH KufsteinSiemens ItalyJones Lang LaSalleDaimler-Chrysler ImmobielienNike Europe, Middle East & AfricaFMC IFMA Deutschland Management ConsultingPilger Facility ManagementCitbankWaterworks of BudapestMOL Hungarian Oil and Gas CompanyZoneVilla FMReality Consult Pirelli RE Facility Management
KernerSilicon GraphicsCiscoeFMClearstream InternationalAcademic Hospital MaastrichtSun Microsystems
Facultà di Architettura Valle Giulia
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Goal of research:
“Discovering the profile of an international Facility manager”
Research based on 32 Companies
Country of Company
4 12,5
1 3,1
11 34,4
6 18,8
3 9,4
1 3,1
2 6,3
1 3,1
1 3,1
2 6,3
32 100,0
Netherlands
Belgium
Italy
Germany
Austria
Croatia
Hungary
Luxembourg
France
Switzerland
Total
Frequency Percent
Number of FTE's company
3 9,4
7 21,9
6 18,8
2 6,3
4 12,5
9 28,1
31 100,0
0 - 10
10 - 50
50 - 200
200 - 1.000
1.000 - 5.000
5.000 and more
Total
Frequency Percent
Kind of organisation
Profit
Non - profit
Consultancy
Contractor
Results
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Facility Management Departments
Number of FTE's working in FM department
9,40%
21,90%18,80%
6,30%
12,50%
28,10%
0 - 10 10 - 50 50 - 200 200 - 1,000 1,000 -5,000
5,000 andmore
Place of FM in organisational structure
6 18,8
6 18,8
13 40,6
4 12,5
Business unit
Cost Center
Service Center
Seperate Business
Frequency Percent
Departments FM includes
Cleaning
Housing
Safety & Security
Catering
Logistics
Maintenance
Purchase Management
Other… Cleaning
Housing
Safety & Security
Catering
Logistics
Maintenance
Purchase Management
Other…
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Strategic plan is made by
6 18,8
17 53,1
9 28,1
Facility Manager
Management Team
Both
Frequency Percent
Strategy Facility Management
On which level does FM department operate
6 18,8
6 18,8
19 59,4
Operational
Tactical
Strategic
Frequency Percent
Specific strategy present for FM department
22 68,8
9 28,1
Yes
No
Frequency Percent
Target group of FM Department
10 31,3
12 37,5
10 31,3
Internal
External
Both
Frequency Percent
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Where lies the focus of FM Departement
12 37,5
3 9,4
17 53,1
Results
Process
Both
Frequency Percent
Unique Selling Points and Focus
Unique Selling Points FM DepartmentOn time delivery ofservices and products(process)
Skilled personnel
Expertise, Knowledge
Price
The offer of productsand services
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What is the Management Style
2 6,3
15 46,9
14 43,8
X Style
Y Style
Combination of both
Frequency Percent
Facility Manager
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How do Facility Managers see the future of FM
6 18,8
7 21,9
4 12,5
14 43,8
part of organisation
service centre
business unit
TFM, totallyoutsourced
Frequency Percent
Facility Manager
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The McKinsey 7S-Model
style
sharedvalues
systems
skills
staff
structure
strategy
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The Netherlands Structure: The job responsibilities are expanding
Systems: Quality and services are very important
Staff: Dutch employees are very articulate
Skills: Facility Management in the Netherlands has a high level of professionality
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Belgium/ Luxemburg
Structure: Operational activities are outsourced
Systems: High quality and high level of technology
Staff: The staff is multicultural
Skills: Social skills are appreciated
Strategy: International orientation
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Germany
Style: A shift from controling style to own responsibilities
Skills: Focus on technical education and attitude
Shared values: Established companies have a traditional and formal culture
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Switzerland
Systems: Processes are well organised
Staff: Employees are extremely well rewarded
Strategy: Facility Management is focused on
Real Estate
Shared values: Employees are very proud of their job and country
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Austria
Structure: People are especially focused on structure
Staff: Employees are highly educated
Strategy:Facility departments don’t have their own strategy
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France
Staff: There’s no specific education for Facility Management
Skills: Good negotiation skills
Shared values: Open culture and employees are competitive
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Hungary
Structure: Hierarchical structure
Style: Bureaucratic
Contradictions in management style
Staff: Many differences in salary, education and motivation
Shared values: Extremely good secundary working circumstances
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Croatia
Systems: Less structure or procedures
Style: Employees have their own responsibilities and have to make sure their tasks are finished on time
Skills: Ability to network in business, social skills are important
Shared values: Family culture, work and private lives are highly connected
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Italy
Systems: Quality standards are important
Staff: Highly educated employees
Skills: Knowledge is essential for an organisation
Strategy: The results are more important than the process
Shared values: Open culture
Note: The Facility Industry is increasing
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Statement 1
Cultural differences are not decisive. What really matters is size and development stage of the organisation.
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Statement 2
What are the essential competencies for an international facility manager?
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Special thanks to:Glaxo Smith KlineRoche, Parma Site ServicesMunich AirportFH KufsteinSiemens ItalyJones Lang LaSalleDaimler-Chrysler ImmobielienNike Europe, Middle East & AfricaFMC IFMA Deutschland Management ConsultingPilger Facility ManagementCitbankWaterworks of BudapestMOL Hungarian Oil and Gas CompanyZoneVilla FMReality Consult Pirelli RE Facility Management
KernerSilicon GraphicsCiscoeFMClearstream InternationalAcademic Hospital MaastrichtSun Microsystems
Facultà di Architettura Valle Giulia