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PREFACE:

The underpinnings of the discipline of facilities management (FM) are found in the intersection of work, workers, and workplace.

 This section traces the evolution of the theories of facilities management and shows how FM deals with a wide variety of information and traditional professions, but in a unique way—as it affects what people do and where they do it. 

The role of FM in influencing the workplace has a direct affect on performance and productivity. Several key studies of the impact of workplace on performance are summarized and discussed.

 Also included in this section is a discussion of FM clients, both internal and external; the role of FM in most organizations; how FM relates to and can support organizational business strategy; and approaches to managing the FM function.

The roles and responsibilities of FM organizations vary depending on the nature of the organization they serve. This section examines differences across broad categories of organizations and how those distinctions influence the way in which FM identifies, procures, and uses resources to plan, deliver, and manage workspace.

 The discussion focuses on differences between public and private sector organizations; single versus multiple locations; owned versus leased space; large versus small facilities; and in-house versus outsourced or entrepreneurial organizations.

The nature of the business in which an organization is engaged will influence the roles, responsibilities, and organizational “home” for the FM function. Just as medicine is different from software engineering, so too are facilities that support these activities. 

These factors, in turn, influence the nature of the FM organization and the emphasis placed on particular activities and services. This section discusses five models of FM and the responsibilities, organization type, and industry in which they are most commonly found.