UNIVERSITY OF MINDANAO

College of Hospitality
Tourism Management Program

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

Course/Subject: TME 102 Hospitality & Tourism Facilities Mgt &

Design
Name of Teacher: Liwliwa B. Lagman

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR REPRODUCTION AND
DISTRIBUTION OUTSIDE OF ITS INTENDED USE. THIS IS INTENDED ONLY FOR THE USE OF THE
STUDENTS WHO ARE OFFICIALLY ENROLLED IN THE COURSE/SUBJECT.

EXPECT REVISIONS OF THE MANUAL.

 Course Outline: TME 102 – Hospitality & Tourism Facilities Management & Design

Course Coordinator: Liwliwa B. Lagman,MM

Email: liwliwa_lagman@umindanao.edu.ph
Student Consultation: Done by online (LMS) or thru text or email.
Mobile: 09279677586
Phone: (082) 2977024 or 3005456 loc. 131
Effectivity Date: June 2020
Mode of Delivery: Blended (On-line with face to face virtual sessions)
Time Frame: 54 Hours
Student Workload: Expected Self-Directed Learning
Requisites: None
Credit: 3
Attendance Requirements: A minimum of 95% attendance is required at all
scheduled Virtual or face to face sessions.

Course Outline Policies

Areas of Concern Details

Contact and Non-contact Hours This 3-unit course self-instructional manual is designed
for blended learning mode of instructional delivery, i.e.
online sessions through the LMS and the 2-days on-
campus/onsite face-to-face review and final examination.
The expected number of hours will be 54 including
review and examination days. The face to face sessions
shall include the summative assessment tasks (exams).
Assessment Task Submission Submission of assessment tasks shall be on 3rd, 5th, 7th
and 9th week of the term. The assessment paper shall be
attached with a cover page indicating the title of the
assessment task (if the task is performance), the name
of the Course Facilitator, date of submission and name of
the student. The document should be emailed to the
Course Facilitator. It is also expected that you already
paid your tuition and other fees before the submission of
the assessment task.

If the assessment task is done in real time through the

features in the Blackboard Learning Management
System, the schedule shall be arranged ahead of time by
the Course Facilitator

Since this course is included in the licensure examination

for teachers, you will be required to take the Multiple-
Choice Question exam during the on- campus/onsite
sessions. This should be scheduled ahead of time by the
Course Facilitator. This is non- negotiable for all
licensure-based programs.
Turnitin Submission (if To ensure honesty and authenticity, all assessment tasks
are required to be submitted through Turnitin with a

1
necessary) maximum similarity index of 30% allowed. This means
that if your paper goes beyond 30%, the students will
either opt to redo her/his paper or explain in writing
addressed to the Course Facilitator the reasons for the
similarity. In addition, if the paper has reached more than
30% similarity index, the student may be called for a
disciplinary action in accordance with the University’s
OPM on Intellectual and Academic Honesty.

Please note that academic dishonesty such as cheating

and commissioning other students or people to complete
the task for you have severe punishments (reprimand,
warning, expulsion).
Penalties for Late Assignments/ The score for an assessment item submitted after the
Assessments designated time on the due date, without an approved
extension of time, will be reduced by 5% of the possible
maximum score for that assessment item for each day or
part day that the assessment item is late.

However, if the late submission of assessment paper has

a valid reason, a letter of explanation should be
submitted and approved by the Course Facilitator. If
necessary, you will also be required to present/attach
evidences.
Return of Assignments/ Assessment tasks will be returned to you two (2) weeks
Assessments after the submission. This will be returned by email or via
Blackboard portal.

For group assessment tasks, the Course Facilitator will

require some or few of the students for online or virtual
sessions to ask clarificatory questions to validate the
originality of the assessment task submitted and to
ensure that all the group members are involved.
Assignment Resubmission You should request in writing addressed to the Course
Facilitator his/her intention to resubmit an assessment
task. The resubmission is premised on the student’s
failure to comply with the similarity index and other
reasonable grounds such as academic literacy standards
or other reasonable circumstances e.g. illness, accidents
financial constraints.
Re-marking of Assessment You should request in writing addressed to the program
Papers and Appeal coordinator your intention to appeal or contest the score
given to an assessment task. The letter should explicitly
explain the reasons/points to contest the grade. The
program coordinator shall communicate with the students
on the approval and disapproval of the request.

If disapproved by the Course Facilitator, you can elevate

your case to the program head or the dean with the
original letter of request. The final decision will come
from the dean of the college.
Grading System All culled from BlackBoard sessions and traditional
contact

2
 Course discussions/exercises – 30%
1st formative assessment – 10%
2nd formative assessment – 10%
3rd formative assessment – 10%
All culled from on-campus/onsite sessions (TBA):
Final exam – 40%
Submission of the final grades shall follow the usual
University system and procedures.
Preferred Referencing Style (if APA 6th Edition.
the tasks require)
Student Communication Students are required to create a umindanao email
account which is a requirement to access the
BlackBoard portal. Then, the Course Facilitator shall
enroll the students to have access to the materials and
resources of the course. All communication formats:
chat, submission of assessment tasks, requests etc. shall
be through the portal and other university recognized
platforms.

You can also contact your teacher/Course Facilitator via

traditional contact or social media for communication. For
related concerns, the students can contact the Dean,
Program Head, Library, and Guidance Help Desks.

For students who have not created their umindanao

account and LMS account, please contact the Course
Facilitator or Program Head for further instructions.
Contact Details of the Dean Florence Kristina M. Jimenez
fkmellina@yahoo.com

(082) 2977024 or 3050647 loc 131

Contact Details of the Program Amor B. Jangao
Head ajangao@umindanao.edu.ph
(082) 2977024 or 3050647 loc 131
Students with Special Needs Students with special needs shall communicate with the
Course Facilitator about the nature of his or her special
needs. Depending on the nature of the need, the Course
Facilitator, with the approval of the Program Head, may
provide alternative assessment tasks or extension of the
deadline of submission of assessment tasks. However,
the alternative assessment tasks should still be in the
service of achieving the desired course learning
outcomes
Instructional Help Desk Contact BSHospMgt@umindanao.edu.ph
Details
Library Contact Details Ms. Christina Perocho
0991022141
library@umindanao.edu.ph
Well-being Welfare Support Ms. Danica Baja
Held Desk Contact Details 09755604961

3
Course Information – see/download course syllabus in the Black Board LMS

CC’s Voice: Hello future tourism experts! Welcome to this course TME 102:
Hospitality & Tourism Facilities & Design.

By now, I am confident that you have a deep yearning to become a

future tourism professional and have envisioned yourself as one of
the sought after tourism management experts of Philippines’
tourism industry.

CO To become an effective tourism professional, deep knowledge

about different aspects of tourism management is a must, having
an ability to plan, design, organize, lead and manage effectively a
tourism facility makes one a sought after tourism management
expert. The success of the tourism industry relies mostly on the
availability of tourism experts in the destination that possess the
mentioned characteristics.

The said attributes are engrained in the course outcomes (CO) of

this subject, thus, after you have finished this course you are
expected to demonstrate knowledge pertaining to the operation of
the indicated facilities, demonstrate management ability when it
comes to implementation of policy, human resources, cost control,
and marketing and lastly demonstrate sound environmental
protection in the conduct of the facilities operation.

Let us begin!

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Week 1-3: Unit Learning Outcomes (ULO): At the end of the unit, you are expected to

a. Analyze the concept of facilities management within the context of Tourism,

hospitality industries.
b. Compare the different levels, scope of tourism facilities, characteristics of service
and their influence on facility management decision making.
c. Interpret the different role of facility manager

Big Picture in Focus: ULOa. Analyze the concept of facilities management within the
context of Tourism, hospitality industries.

Metalanguage

In this section, the most essential terms relevant to the study of the lesson and to
demonstrate ULOa will be operationally defined to establish a common frame of refence as
to how the texts work in your chosen field or career. You will encounter these terms as we
go through the study of hospitality and tourism facilities. Please refer to these definitions in
case you will encounter difficulty in the in understanding facilities management concepts.

1. THE industries – Stand for Tourism, Hospitality and Events industries.

2. Facilities- can be fixed, mobile permanent, semi-permanent or temporary in nature. It is
created to meet a specific purpose for which they are intended.
(n.d.).collinsdictionary.com. Retrieved from
https://www.collinsdictionary.com/dictionary/english
3. Facilities management- A multi-disciplinary field that covers different functions
and requires various management skills/ competencies, enabling the facility to
further improve the performance of its core or primary business and achieve its
operational, tactical and strategic objectives in changing conditions (Dale and
Hassanien, 2013)
4. Globalization - the process by which businesses or other organizations develop
international influence or start operating on an international scale. (n.d.). dictionary.com.
Retrieved from https://www.dictionary.com/
5. Sweat the assets - Generating as much value from the assets a possible.
Facilities management involves reinvention and renovation, which are key to
maximizing the potential of the assets of the business (Dale and Hassanien, 2013).
6. Merger and acquisitions – A merger is when two or more organizations agree
to become one organization, whereas an acquisition occurs when one
organizations purchases another (Dale and Hassanien, 2013).
7. Organization’s resources – Tourism and Hospitality facilities comprise a
number of tangible and intangible resources and assets. This includes physical,
human, financial and reputational resources (Dale and Hassanien, 2013).
8. Core Business – the main activity, product, or services of a company or
company’s principal source of profit (n.d.). collinsdictionary.com. Retrieved from
https://www.collinsdictionary.com/dictionary/english
9. Facility Security - is the protection, and the measures taken toward the protection, of a
building or other physical location. (n.d.). encyclopedia.com. Retrieved from
https://www.encyclopedia.com/

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10. Security management - is the identification of an organization's assets
(including people, buildings, machines, systems and information assets), followed
by the development, documentation, and implementation of policies and
procedures for protecting these assets (Dale and Hassanien, 2013).

Essential Knowledge

To perform the aforesaid big picture (unit learning outcomes) for the first three (3) weeks of
the course, you need to fully understand the following essential knowledge that will be laid
down in the succeeding pages. Please note that you are not limited to exclusively refer to the
these resources. Thus, you are expected to utilize other books, research articles and other
resources that are available in the university’s library e.g. ebrary, search.proquest.com
etc.

FACILITIES MANAGEMENT

In this chapter you will study the theory of facilities management within the context of tourism
and hospitality industries. You will also learn the scope, the importance and evolution of
facilities management with particular emphasis on the motives behind it. Also the benefits of
managing the facilities for tourism and hospitality operations will be included.

Over the past decades the tourism and hospitality industries have transformed. Facility
management is one of the areas of business that can lay claim to a similar ‘enlargement’. It
is imperative to have an understanding about what facilities management is all about and
how it is applied to tourism and hospitality industry. Below is the time line of ‘facilities
management’ used as a term:

1975 ‘facilities management’ was first used as a term in USA (Mass and Pleunis 2001)

1980’s most of the growth in facilities management occur. There were 40 professional
facilities managers met in Michigan, USA and set up the National Facility
Management Association.
1982 National Facility Management Association was changed later into International
Facilities Management Association to reflect its internationals constituency. During
this year, educational establishments began offering courses in the subject.
1983 Cornell University, Ithaca, USA first offered a doctoral course in strategic facilities
management.

When facilities management was considered as an academic field by Cornell University in

Ithaca, USA, a significant debate arise as to whether this facilities management was a ‘real’
discipline in the same way that THE as academics have had to thrive to acquire credibility as
an academic course. Part of the argument was the concept that ‘managers’ have always
looked after ‘facilities’ while producing a product or service. The changes according to Maas
and Pleunis, 2001, the environment in which management operates has transformed in
several key respects:

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 1. Due to the energy crisis a sudden interest in energy efficiency and office
utilization has become part of management consideration.
2. Organizations need to assess their internal activities and whether
departments will ‘add value’ to their product or service being produced an
appropriate decision should be made.
3. The way firms do their business have changed very quickly, whether it is
through merger and acquisitions, privatizations or outsourcing the physical
premises and support services needed to adapt equally.

As a result of the above, facilities managers found themselves searching for an identity
around which they could develop professionally.

EVOLUTION OF FACILITIES MANAGEMENT: HOW?

Many tourism and hospitality businesses are involved in the development, maintenance,
management, marketing and sales of space and facilities for a wide variety of purposes.
There has been a significant change in the past three decades towards facilities in the
context of tourism and hospitality. Competitive pressures have generated the desire for
business to gain as much value from their facilities as possible.

From a property-based discipline

FROM TO

Concerned with reactive, operational aspects a much more proactive, strategic role that is
of property management, service and concerned with the design of the property
maintenance (including cleaning, and the work environment, purchasing, and
‘caretaking’, waste disposal and catering) future management and maintenance of the
property. thus it covers a broad area of ‘non-
core’ activities.

From a management perspective

FROM TO

Facilities management must consider the The needs of different stakeholders (e.g.
needs of all building users, together with the customers, employees, suppliers
needs of others who may be affected by the shareholders, community) therefore have to
management of the building. be considered.

From making do with the physical assets and The pace of competitive environment and
relying on the existing premises towards new players threatening in the market place
opportunity for reinvestment and have resulted in facilities having to rebrand
and maximize their offerings. Space

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differentiation. utilization has been key to this process, this
has been the sale and rent of this space to
others.

Example of productivity of space:

1. Airport canteen – style cafeteria with one retail outlet into a multi-outlet food court,
making much more intensive use of the same seating area.
2. Hotel with extensive gardens to the location of a large marquee in the garden as an
additional meeting/ function room for events and banquets.
3. City Museum with full display area into a display area with cleared central facility for
use as reception or banqueting facility.

From in-house provision to outsourcing or contracting out.

FROM TO

From a local or national focus a global or international focus. In addition,

the management and operation of facilities
has become multi-national in nature. This is
to ensure the most efficient operation of
facilities and that brand standards are being
maintained.

EVOLUTION OF FACILITIES MANAGEMENT: WHY?

There are many different reasons that explain the role played by facilities management in the
success of tourism and hospitality operations. This success depends mainly on the effective
management of its component parts. According to Cotts and Lee,1992; Alexander, 1996;
Atkin and Brooks, 2009; BIFM, 2013, these ca be classified as a combination of internal and
external factors which include the following.

External

Globalization

The increasing demand to sustain facilities in line with global influences along with an
intensified competitive pressures and shifting consumer behavior are the outcomes when
facilities operate in a largescale society (globally) where there is a larger movement.
Therefore, facility managers have to be receptive to the forces of globalization and
understand the impact that these have on the business.

Business continuity, workforce protection and security threats.

8
Managing facilities is always linked with achieving the organization’s strategic objectives.
Effective management of facilities does not only include implementing the best ways and
efficient techniques to achieve the core and non-core of the business but also identifying
both short and long term threats to the organization. It is vital to an organization’s long term
success when these threats are acted upon accordingly.

Like other industry the tourism and hospitality industries operate in a dynamic and unstable
external environment. It is important to have a structured and well-developed business plan
in order to avoid detrimental effects occurring in the market or external environment.

Facilities management also fosters in the development of security management which is a

vital aspect of THE operation. In order to ensure that employees know how to identify and
handle threats of any kind a risk management plan and procedures should be in place. Also
a recovery system should be implemented in order to reinstate stability in the working area
immediately as possible. For example in a hotel provision, it is common for managers to
liaise with other hotels in order to accommodate the guest and employees if an accident
does occur.

Internal

Effective management of an organization’s skills

The facility will comprise a number of tangible and intangible resources and assets. These
include physical, human, financial and reputational resources.

Enhancing staff skills

Facilities management encompasses the practice of human resources management,

because employees are as much of an asset to an organization as the fixtures and fittings.

In the process to make the work as efficient as possible, departments are likely to be merged
or new systems introduced. This create a wider spectrum of training employees in order to
carry out their work properly. Staff can expect facilities to be fit for purpose and enable them
to perform their job effectively. Poorly designed and ill-equip facilities have the potential to
result in poor morale and an inability of senior staff to manage their premises effectively.

Enhancing an organization’s identity and image

A company that has successful power over all aspects of its business will portray a strong
sense of togetherness and control. Using facilities management to achieve organizational
objectives (Anderson,1993) ensures that the identity and image of the organizations is
essentially in their own hands.

‘Sweat the assets’

An objective of facilities management is to generate as much value from the assets as

possible. Facilities management involve reinvention and renovation, which are the key to
maximizing the potential of the assets of the business. An existing markets either evaporate
or potential new ones emerge, the facility manager has to think creatively how it can use its
existing assets base to generate further business.

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Cinemas sweat their assets

Over the past 30 years cinemas have evolved from independent outlets to multiplex
entertainment centers incorporating 3D technologies. However, cinemas have always been
challenged by periods of the day and week when attendance can be low. Therefore, seeking
out ways to maximize their existing resources for additional uses has been a strategy for
many operators. This has included using the facilities for events, conferences and concerts.
For example, New York’s Met Opera signed a deal with selected cinema chains to stage live
high-definition performance. During the showings, the cinemas would be fitted with opera
house interiors to enhance the authenticity of the experience for customers. This was not
only profitable but reciprocally increased attendances at the originating base of the opera
company.

Source: http://www. Leisuremanagement.co.uk

Enabling future change in use of space

Facilities management aims to create an environment that can be changed readily in order
to meet the needs of the market the organization is operating in or to create more effective
working procedures. A recent trend within the industry is the use of facilities for meetings,
events and conferences. Areas should be design in order ot be flexible and multi-purpose.,

Delivering effective and responsive services

Through the practice of facilities management, tourism and hospitality organizations are able
to focus on their core business and outsource areas that could be better carried out by those
specializing in that area. This may involve the catering, maintenance and security aspects of
the facility.

Providing competitive advantage to the core business

A key objective for facilities management is to gain competitive advantage. This may be
achieved in number of ways, what is essential is that this advantage is sustainable and
meets valuable, inimitable, rare, un-substitutable criteria to enable this to happen (Haberberg
and Rieple, 2008)

Leaner and more efficient organizational structures

Organizational have become less hierarchical in their structure (Phondej et al., 2010),
creating the need for employees to operate in more areas than they previously would have
had to. For example, fewer organizations continue to employ an operations manager;
instead they have spread these responsibilities among senior management such as heads of
departments, general managers or team leaders.

Companies have also looked at ways in which to become more efficient by outsourcing their
non-core business to organizations that specialize in that area, therefore allowing time and
resources to be concentrated on their core business (Atkin and Brooks, 2009).

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Need for greater flexibility in use of space and working environments

The tourism and hospitality industries are dynamic and continuously changing and evolving.
Therefore organizations must anticipate the changing needs of their consumers along with
the development of their competitors and plan for these changes accordingly. There has
been a recent trend of, for example, using hotels as event venues. Therefore hotels are
required to ensure their facilities are adequate to meet the needs of as many markets as
possible.

Tighter operating margins and cost-revenue-driven strategies

As operating margins of facilities becomes increasingly tighter due to resources costs,

facilities manager seek to adopt cost-cutting and ancillary revenue strategies. This may be in
the form of additional charges for food and beverages, merchandising and so on, or by
providing an additional use for the facility during off-peak periods.

Maximizing Racecourse Facilities

Racecourse have traditionally been seen as having a single purpose, namely horse racing.
However, there are periods when these facilities are under-utilized because of factors such
as seasonality and demand. The acreage and related stadiums and hospitality facilities that
they contain have provided opportunities for further revenue generation. Newbury
Racecourse, Berkshire, located 40 minutes from London, has developed a brand entitled
Newbury LIVE, and are staging live concerts. Other UK Jockey Club racecourse also provide
their facilities as concert venues, for example the staging of the Acoustic Music Festival of
Great Britain at Uttoxeter Racecourse and Chester Rocks concert at Chester racecourse.

Source: http://www.leisuremanagement.co.uk

THE CONCEPT AND SCOPE OF FACILITIES MANAGEMENT

An examination of the literature uncovers the fact that facilities management means different
things to different people because the concept and its scope have been defined and
described in a variety of ways. Some definition have, however, emerged that are useful for
understanding the concept and scope of facilities management (Table 1.1)
Table 1. Definition and concepts of facilities management by different authors by Dale and Hassanien, 2013 retrieved from
Facilities Management and Development for Tourism copyright 2013 by CAB International.
Author Definition
Regterschot (1988) Facilities management is the integral management (Planning and
monitoring) and realization of housing, services and means that
must contribute to an effective, flexible and creative realization of
an organization’s objectives in an ever-changing environment.

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Becker (1990) Facilities management is responsible for coordinating all efforts
related to planning, designing and managing buildings and their
systems, equipment and furniture to enhance the organization’s
ability to compete successfully in rapid changing world.

Nourse (1990) Facilities management unit is seldom aware of the overall

corporate strategic planning, and does not have a bottom-line
emphasis.

Cotts and Lee (1992) The practice of coordinating the physical workplace with the
people and work of an organization; integrates the principles of
business administration, architecture, and the behavioral and
engineering science.

Anderson (1993) Facilities management is not concerned principally with buildings

or the activities that happen inside them. Facilities management
should be concerned with the achievement of organizational
objectives, which may or may not involve premises’. This
approach serves to focus on the consumer’s demands and
requirements rather that the traditional supply-based view of the
property industry. Accordingly, the term facilities management
frequently relates to the work environment and the physical
assets of an organization.

Owen (1994) Facilities management is the active management and

coordination of an organization’s non-core business services,
together with the associated human resources and its buildings,
including their systems, plant, IT requirement, fittings and
furniture; necessary to assist the organization to achieve its
strategic objectives.

Park (1994) Facilities management is the structuring of building plant and

contents to enhance the creation of the end product. As with all
systems, it is the generated benefits to the business or activity
that matters not the system itself.

Barrett (1995) Facilities management is an integral approach to operating,

maintaining, improving and adapting the buildings and
infrastructure pf an organization in order to create a
environment that strongly support the primary objectives of
the organization.
Alexander (1999) The scope of the discipline covers all aspects of property,
space and environmental control, health and safety, and
support services.
Nutt (2000) The primary function of FM is resource management, at
strategic and operational levels of support. Generic types of
resource management central to the FM function are the
management of financial resources, physical resources,
human resources, and the management of resources of

12
 information and knowledge.
Maas and Pleunis The responsibility for coordinating efforts to ensure that
(2001) buildings technology, furniture and organizational trends
are responded to over time.
Roberts (2001) Facilities management is about understanding the
business; planning and providing for the business;
determining levels of nspace and service provision;
budgeting and controlling fixed and variable occupancy
costs; managing performance of buildings budget, people
and time; managing change; being invisible; being
professional.
IFMA (2012) The practice of coordinating the physical workplace with the
people and work of the organization; integrates the
principles of business administration, architecture, and the
behavioral and engineering sciences.
BIFM (2013) British Institute of Facilities Management (BIFM) defines
“facilities management is the integration of processes within
an organization to maintain and develop the agreed
services which support and improve the effectiveness of its
primary activities”.

SCOPE OF FACILITIES MANAGEMENT

Alexander (1996) classifies the scope of facilities management into three broad areas:
strategic, tactical and operational.

Strategic level – facility managers will be making corporate decisions concerning the future
direction of the business. This will involve understanding of the external competitive
environment and the utilization of the facilities resources to gain an advantage.

Tactical level – facility will require managerial decision making on the functioning of its
components parts. This may involve tactical decisions concerning the marketing, human
resources, finances and physical aspects of the facility.

Operational level – the facility manager will be engage in a day-to-day aspects of ensuring
the business operates efficiently and effectively.

So what can we understand about facilities management from the above definitions and
scope of facilities management?

From a general perspective we can deduce the following:

1. The range of definition can be classified into two main groups. The first
comprises conceptual definitions that attempt to explain the essential nature
of facilities management as a concept. The second covers technical
definitions that are used to designate these tools or activities that take part in
this activity.

13
 2. Facility management is a multi-disciplinary field that comprise different areas
such as built environment, property management, service management and
design management.

3. The main purpose of facilities management is to help organizations to achieve

their goals in terms of competitive advantage, sustainability, profitability and
flexibility. Indeed, facilities management plays a supporting role in improving
the performance of the organization.

4. While most of these definitions may differ, a common thread emerges that
include the function/task, the resource focus and purpose and target of
facilities management.

5. Facilities management is an integral approach or process of activities that

requires specific management functions such as planning, organizing, control
and evaluation.

6. Facilities management is mainly concern with the functionality of the

workplace or the physical environment of organization through integrating
people, place and process (Alexander, 1996) this means that facilities
management can be applied to all tourism and hospitality organizations
because they require space or workplace for their product/services.

From Tourism and hospitality perspective, the following can also be considered:

• There is no agreement regarding the different services that facilities

management can provide for the tourism and hospitality organizations (e.g.
accounting, maintenance, design, security).

• There is no agreement regarding the type of services that facilities

management can provide for tourism and hospitality organizations.
Interestingly, there are fine lines between them because classifying a service
as a core or non-core activity for any organization depends on many factors,
such as the norms of the industry, culture or category of organization

14
 Self-Help: You can also refer to the sources below to help you
further understand the lesson:

Atkin, B. Brooks, A. (2015) Total Facility Management 4th edition retrieved

from https://ebookcentral.proquest.com/lib/uniofmindanao-
ebooks/reader.action?docID=1895527&query=Facility+management

Dale, C. Hassanien, A. (2013) Facilities Management and Development for

Tourism, Hospitality and Events. Boston, USA.

International Facility Management Association (n.d.) What is Facility

Management? https://www.ifma.org/about/what-is-facility-management

Kathy O. Roper , and Richard Payant (2014) The facility management handbook

4th edition retrieved from

https://ebookcentral.proquest.com/lib/uniofmindanaoebooks/reader.action?do
cID=1596412&ppg=3

Terry, L. (2009) Ffos Las Racecourse set to open Leisure Management, 29(4),

11https://www.leisureopportunities.co.uk/images/LM_issue4_2009.pdf

Keywords Index. The following terms, words, phrases and concepts discussed in this
lesson are essential for you to keep in mind. Please study the terms below.

Facilities, Facilities manage, Globalization,

Sweat the assets, Merger and acquisitions, Organization’s resources,

Facility security, Security management, Tactical,

Operational

15
Let’s Analyze

Activity 1. Getting accustomed with the fundamental terms in the study of facilities
management is not enough, what also matters is can expound its concepts and scopes.
Now, I will require you to explain thoroughly your answers.

1. Explain the concept of facilities management. What is its significance within the
context of the tourism and hospitality industries?

2. Compare and contrast the facilities of other countries that have staged mega-
events such as the Olympic Games and the World Cup. Your answer should
focus on what facilities have been developed for the event? What has been the
legacy of these facilities following the event? How have these facilities have been
re-used or redeveloped?

16
In a Nutshell

Activity 1. Based from the definition of the most essential terms and concepts in the
lesson of facilities management and the learning exercises that you have done,
please feel free to write your arguments or lessons learned below. I have indicated
my arguments or lessons learned.

17
 1. Tourism and hospitality organizations in order to deliver highest quality of
service as product, requires a well plan, designed and managed facilities,
thus, deep knowledge and skills about facilities management is necessary for
tourism and hospitality professionals.
2. The main purpose of facilities management is to help organizations to achieve
their goals in terms of competitive advantage, sustainability, profitability and
flexibility. Indeed, facilities management plays a supporting role in improving
the performance of tourism and hospitality organizations.

Your Turn

3.

4.

5.

6.

7.

8.

9.

10.

Q&A LIST.
This portion, allows you to write your question and issues relative to the lesson you
would like to raise. You may also raise these questions thru the LMS. You are also
the one to write the answers after questions have been clarified.

18
 Example: Are the concepts and scopes of facilities management mentioned
in this
module applicable in Philippine setting?

Your Turn
Questions/Issues Answers

1.

2.

3.

4.

5.

Big Picture in Focus: ULOb. Compare the different levels, scope of

tourism facilities, characteristics of service and their influence on
facility management decision making.

19
Metalanguage

In this section, the most essential terms relevant to the study of tourism facilities
management and design and to demonstrate ULOb will be operationally defined to establish
a common frame of refence as to how the texts work in your chosen field or career. You will
encounter these terms as we go through the study of hospitality and tourism facilities. Please
refer to these definitions in case you will encounter difficulty in the in understanding facilities
management concepts.

1. Ancillary facilities – Ancillary facilities and services are those that supplement
both the primary and sub- facilities. (Dale and Hassanien, 2013).
2. Heterogeneity – Tourism, hospitality and events services are heterogenous in
that the experience of the service will be different each time it is delivered. (Dale
and Hassanien, 2013).
3. Inseparability – the production and consumption of THE products are
inseparable as customers have to go to the place where the product is being
produced for it to be consumed. (Dale and Hassanien, 2013).
4. Intangibility – The tourism, hospitality and events product are intangible in that
they cannot be seen, touched, smelled or tasted prior to purchase. (Dale and
Hassanien, 2013).
5. Lack of ownership – The customers does not own the tourism, hospitality and
events product or services. (Dale and Hassanien, 2013).
6. Primary facilities – Facilities that act as the main purpose for use and or
visitation. They fulfil a core benefit for the user which may be for relaxation,
leisure, food, lodging, entertainment etc. (Dale and Hassanien, 2013).
7. Sub-facilities – The supporting elements or service of the primary facility. These
may be located and/or housed within the primary facility itself. (Dale and
Hassanien, 2013).
8. THE facilities – Tourism, Hospitality and Events industry facilities (Dale and
Hassanien, 2013).
9. Facilities - can be fixed, mobile, permanent, semi-permanent or temporary in
nature. (Dale and Hassanien, 2013).
10. Attractions - Similar to other facilities, the composition of attractions is wide
ranging. Broadly, attractions can be classified as natural; man-made but not built
to attract visitors; man-made and purpose built; and special events (Swarbrooke,
2002).

Essential Knowledge

To perform the aforesaid big picture (unit learning outcomes) for the first three (3) weeks of
the course, you need to fully understand the following essential knowledge that will be laid
down in the succeeding pages. Please note that you are not limited to exclusively refer to the
these resources. Thus, you are expected to utilize other books, research articles and other

20
resources that are available in the university’s library e.g. ebrary, search.proquest.com
etc.

TOURISM, HOSPITALITY & EVENTS FACILITIES

In this topic you will learn what is meant by a tourism, hospitality and events THE facility.
You will also explore the different levels of facilities before reviewing their scope. The
characteristics of service and their influence on decision making will also be explain, at the
end of this module we will tackle the some possible solutions for THE facilities to overcome
the challenges caused by those characteristics.

WHAT IS FACILITY?

Facilities come in all shape and sizes and it is important to initially determine what is
understood by this term. Facilities can be fixed, mobile, permanent, semi-permanent or
temporary in nature. Their management and operation will be provided by the private, public
or voluntary sectors for the purposes of accommodation, catering, sport, recreation, leisure
and/or business. The ownership and operation of a facility may be managed by large,
medium or small corporation or enterprise.

LEVELS OF THE FACILITIES

The facilities can be separated into multiple levels, which can be classified as primary, sub-
and ancillary facilities (see Fig.1).

Fig. 1. The levels of tourism, hospitality and events facilities by Dale and Hassanien, 2013 retrieved from Facilities Management
and Development for Tourism copyright 2013 by CAB International.

¤ Primary facilities are those facilities that act as the main purpose for use and /or
visitation. They fulfil a core benefit for the user (i.e. tourists, residents or visitors),
which may be for relaxation, leisure, food, lodging, entertainment and so on.
¤ Sub-facilities, an example is parking facilities, catering facilities, for disabled
facilities and so on of a conference facility that may be managed by the primary
facility or may be outsourced to a third party through contracting out.

21
¤ Ancillary facilities – these facilities and services are required for the day-to-day
operation and functioning of the primary and the sub-facilities. These ancillary
facilities may be outsourced to a third party or managed by an independent
organization. So, they may not be under the direct control of the facility itself,
such as transportation facilities for events venues. For example, theme park
requires the services of maintenance providers who may be contracted in to
ensure the operation of the rides. Though they may have a base on site, their
main facility of operation may be located externally to the primary theme park
facility. Finally, it should be noted that it is always easy to delineate between the
sub-facilities and ancillary facilities because they often overlap and are closely
related.

SCOPE OF THE FACILITIES

When exploring the scope of facilities in the tourism, hospitality and events industries it is
important to acknowledge the way in which they interrelate with each other. Figure 2 and 3
illustrates the different connections and relationship between tourism, hospitality and events
facilities and their supporting components. The diagram can be divided into two main parts:
stakeholder groups and tourism, hospitality, events (THE) facilities and attractions.

STAKEHOLDER GROUP – represent the first half of the diagram. This includes those
stakeholders that generate and influence demand for the facility, including target markets
consumer and interest groups and media; those stakeholders that are able to facilities the
demand for the facility, including the transport sector and distributors; and finally those
stakeholders that govern the facility, including planners, developers and controllers. Each
stakeholder/stakeholder group will have a degree of power and interest that will influence the
planning and development of the facility. An understanding of its stakeholders is crucial if the
facility is to function and be managed successfully.

Demand – demand for THE services will be driven by consumers behavior, preferences and
market trends. THE facilities should have strategies in place that target a range of
international, national or local markets. These strategies will be influenced by number of
factors including:

¤ The nature of facility ownership (i.e. corporate chain, independent etc.)

¤ Type of facility (i.e. leisure or business)
¤ The size of the facility (i.e. large, medium, small)
¤ The level of service the facility is offering (i.e. high, mid-range, budget).

Consumer Pressure groups – Facilities will have a number of consumer and pressure
groups, which will influence their planning and development. The degree to which the facility
is able or even desires to pursue this as part of its development will depend on its overall
strategic intent.

Supplier interest groups – this group may provide information and intelligence informs the
management and development of the facility.

Media – media will act a major stimulus for demand for the facility and will come in many
forms (e.g. leaflets, flyers and newspapers/ magazine advertising).

22
Distributors – distributors will assist in generating demand for the facility. This may include
intermediaries that enable the consumer to be directed and gain access to the facility (e.g.
tour operators, travel agents and ticketing agents)

Transport – the transport sector enable the mobility of the consumer to the facility.

Planners, developers and controllers – will manage the overriding governance of facilities
and the preceding stakeholders.

Fig.2. The scope and nature of THE facilities by Dale and Hassanien, 2013 retrieved from Facilities Management and
Development for Tourism copyright 2013 by CAB International.

FACILITIES AND ATTRACTIONS GROUP – are represented in the lower part of the
diagram by the following:

Accommodation – the primary function of accommodation will be to provide a place for rest
and recuperation. Accommodation providers will have sub-and ancillary facilities that support
their day-to-day operation for example, upper range hotels may include beauty salons, gift
shops, newsagents and so on. The facility manager should consider how these sub-facilities
are incorporated into the overall operation of the business so as add value.

23
Food and Beverage – the primary function of food and beverage facilities is the sustenance
and refreshment of customers and users.

Fig.3. Accommodation and food and beverage facilities by Dale and Hassanien, 2013 retrieved from Facilities Management
and Development for Tourism copyright 2013 by CAB International.

Transport – the transport sector is unique in that it supports the supply of users to and from
facilities while also potentially as primary facility in its own right. For example, cruise offer an
on-board experience that includes accommodation, entertainment, dining and so on, while
also providing excursions for passengers to destinations en route.

Attractions - Similar to other facilities, the composition of attractions is wide ranging.

Broadly, attractions can be classified as natural; man-made but not built to attract visitors;
man-made and purpose built; and special events (Swarbrooke, 2002).

Event venues - Events venue are key component of the THE industries and will overlap with
the aforementioned categories of facilities including accommodation, transport, food and
beverage.

CHARACTERISTICS OF THE FACILITIES, CHALLENGES AND SOLUTIONS

In this part we sum up the characteristics of THE facilities as service organization. The broad
characteristics of services are intangibility, inseparability, heterogeneity, perishability and
lack of ownership. Studying the effect of these qualities on the planning, development and
management of THE facilities will play a big role in effective facilities management. It is

24
outlined in Table 2 the individual service characteristics that can be connected with THE
facilities and their possible solutions.

Intangibility - THE services are intangible in that they cannot be touched or tested prior
to purchase. Their prior purchase decision making will be influenced by past experiences
of using the facility, the image of the facility and reputation of the facility,
recommendations from referral sources and so on.

Inseparable – The service can only be consumed at the point of production.

Heterogeneity - services are heterogenous in that the experience of the service will be
different each time it is delivered.

Perishability – they cannot be stored or stockpiled for later use and sale.

Lack of ownership - The customers does not own the tourism, hospitality and events

product or services.
Table 2. THE service characteristics, solutions and challenges by Dale and Hassanien, 2013, adapted from Hoffman and
Bateson, 2006, retrieved from Facilities Management and Development for Tourism copyright 2013 by CAB International.

25
26
 Self-Help: You can also refer to the sources below to help you further
understand the lesson:

1. Atkin, B. Brooks, A. (2015) Total Facility Management 4th edition retrieved from
https://ebookcentral.proquest.com/lib/uniofmindanao-
ebooks/reader.action?docID=1895527&query=Facility+management

2.Dale, C. Hassanien, A. (2013) Facilities Management and Development for Tourism,

Hospitality and Events. Boston, USA.

3.International Facility Management Association (n.d.) What is Facility Management?

https://www.ifma.org/about/what-is-facility-management

4.National Career Service - India (2016, December 11). Tourism & Hospitality - Facility
Management [Video]. You tube. https://www.youtube.com/watch?v=OHi_Dvv13b8

5.Subramanian, N. (2011) Ferrari World Abu Dhabi-World's largest theme park retrieved
from http://www.sefindia.org

Keywords Index. The following terms, words, phrases and concepts discussed in this
lesson are essential for you to keep in mind. Please study the terms below.

Ancillary facilities, Heterogenicity, Inseparability,

Intangibility, Lack of ownership, Primary facilities,

Sub- facilities, THE facilities, Attractions

27
Let’s Analyze

Activity 1.

1. Select at least 3 visitor attractions in Davao Region, Identify the primary and sub-
facilities that make up the attraction. How do they interrelate with the attraction
and what it is offering? Provide sample pictures of each facilities.

Example:
Visitor Attraction in Davao Region: Camp Sabros in Digos
Primary facilities: Lodging, Food and Relaxation
Sub-facilities: Adventure rides facilities like zip line and cable car gives perfect spot to
view the country’s highest peak – Mt. Apo since the attraction is located in the highest
elevation in the region. Other offerings include horse-back riding, hiking, photoshoot
package and resto bar.

Your Turn

28
2. In reference to your answer in number 1, to what extent can the attractions
improve its sub-facility offering?

29
In a Nutshell

Activity 1. Based from the definition of the most essential terms and concepts in the
lesson of THE facilities and the learning exercises that you have done, please feel
free to write your arguments or lessons learned below. I have indicated an example
arguments or lessons learned.

1. In the scope of THE facilities stakeholder group will have a degree of

power and interest that will influence the planning and development of the
facility. An understanding of its stakeholders is crucial if the facility is to
function and be managed successfully.

2. Being aware of the impacts the characteristics of THE facilities as service

organizations to planning, development and management of these
facilities, can help in coming up with solutions on how to lessen its effects
or use it as an advantage to facility management.

Your Turn

3.

4.

5.

6.

7.

8.

9.

10.

30
Q&A LIST.
This portion, allows you to write your questions and issues relative to the lesson you
would like to raise. You may also raise these questions thru the LMS. You are also
the one to write the answers after questions have been clarified.

Example: Are the stated challenges caused by the characteristics of the tourism,

hospitality and events facilities still exist up to present?

Your Turn

Questions/Issues Answers

1.

2.

3.

4.

5.

31
 Big Picture in Focus: ULOc. Interpret the different role of facility manager.

Metalanguage

In this section, the most essential terms relevant to the study of facility manager roles and to
demonstrate ULOc will be operationally defined to establish a common frame of refence as
to how the texts work in your chosen field or career. You will encounter these terms as we
go through the study of hospitality and tourism facilities. Please refer to these definitions in
case you will encounter difficulty in the in understanding facilities management concepts.

1. Facility manager (FMs) – is the who manages one of your organization’s largest
assets with one of the largest operating budgets. (IFMA, 2018).
2. Workplace environment: The physical environment in which work is performed
that the facility manager can influence(IFMA, 2018).
3. Risk Assessment: Overall process of risk identification, risk analysis and risk
evaluation. (IFMA, 2018).
4. Occupancy: the diverse uses of the sites included in the built or natural
environment for habitation
5. Workplace environment: The physical environment in which work is performed
that the facility manager can influence.
6. Occupant services: All services provided by facility management that building
occupants or visitors might need; they are the critical activities through which the
facility manager directly affects the users of the building. (Dale and Hassanien,
2013).
7. Operations involve ensuring that the facility's infrastructure and how it is used
and managed provides a satisfactory and productive work environment, complies
with laws and regulations, meets financial performance goals, reflects efficient
utility service and costs, and protects the surrounding community and
environment.
8. Maintenance deals with assuring that all the elements of the infrastructure are
serviced so they operate efficiently and are reliable and safe. It includes
scheduling and conducting regular, periodic predictive, preventive and corrective
maintenance activities.
9. Furniture, fixtures and equipment (FF&E) - Movable furniture, fixtures or other
equipment that have no or non-permanent connections to the structure of a
building or utilities(Dale and Hassanien, 2013).
10. Sustainability - include: energy management, water management, materials and
consumables management, waste management, workplace and site
management. (IFMA, 2018).

32
Essential Knowledge

To perform the aforesaid big picture (unit learning outcomes) for the first three (3) weeks of
the course, you need to fully understand the following essential knowledge that will be laid
down in the succeeding pages. Please note that you are not limited to exclusively refer to the
these resources. Thus, you are expected to utilize other books, research articles and other
resources that are available in the university’s library e.g. ebrary, search.proquest.com
etc.

In this topic you will learn about the different roles and responsibility of facility manager. The
11 core competencies together with the core traits and skills of a successful facilities
manager will also explain in details.

WHAT DO FACILITY MANAGERS DO?

As profession there several titles given to facility managers through a variety of career paths.
Facility Manager is the professional manager of the built environment. They act as the
champion of facilities end-user who requires the services and facilities to get their work
done. They should also get the maximum efficiency and effectiveness of the space, or
working environment, that an organization owns or leases. They’re responsibility include
making sure systems of the built environment, or facility, work harmoniously. Their roles are
vital because they make sure the places in which people work, play, learn and live are
protected, end-users are comfortable, employees and operations are productive and
sustainable.

The facility managers role in maintaining the maximum utilization of the organization’s
largest and most valuable assets, such as property, buildings, equipment and other
environments that house personnel, productivity, inventory and other elements of operation
plays a big contribution to the organization’s bottom line. The following are some of the ways
FMs contribute to an organization’s business strategy and bottom line IFMA (2018):

• Impacting operational efficiencies

• Supporting productivity of facilities and personnel
• Managing risks to facilities and personnel
• Mitigating environmental impact
• Promoting sustainable tactics for long-term cost management
• Leveraging technological solutions
• Reducing or overcoming effects of natural disasters
• Guaranteeing compliance
• Leveraging security

What skillsets do facility managers have?

These are the 11 core competencies of facility management according to International

Facility Management Association (2018):

33
• Occupancy and human factors - Include workplace environment, occupant
services, occupant health, safety and security.
Facility managers are expected to take steps to protect the environment and
the people who use the facility while supporting organizational effectiveness
and minimizing risks and liabilities. Astute facility managers will assess the
overall effects of facilities at the earliest possible stage in all facility
operations, maintenance, planning, design, construction and management
processes to create a positive impact for all stakeholders.

• Operations and maintenance - include buildings; building systems; infrastructure and

grounds; furniture, fixtures and equipment (FF&E); physical safety and security;
operations and maintenance processes; work management support systems;
renewals and renovations.

facility managers must have a working knowledge of building systems,

structure, interiors and exteriors, and grounds so the facility and all of its
required systems function efficiently, reliably, safely, securely and in a manner
consistent with existing regulations and standards.

• Sustainability - include: energy management, water management, materials and

consumables management, waste management, workplace and site management.

Facilities are an important part of any organization’s efforts to fulfill its social
responsibilities and maintain compliance with laws and regulations.
Conformance with minimum standards is not just a legal responsibility, it is
needed if organizations are to remain viable. Facility managers are demanded
to take actions to safeguard the environment and the people who use their
facilities while maintaining organizational efficiency and decreasing dangers
and liabilities. They must gauge the overall effects of facilities on the
environment at the earliest possible time in all facility planning, design,
construction and management processes.

• Facility information and technology management - include: technology needs

assessment and implementation, data collection and information management,
maintenance and upgrade of technology systems, information protection and cyber-
security.

The facility organization is responsible for the delivery of services and for
preserving and maintaining the building structures, interiors and exteriors that
house the technology infrastructure. To that end, the facility manager must be
proficient in: - the planning, implementation and use of technologies that
support the day-to-day operations of the facility management function, -
automation of intelligent building systems, - the collection of facilities data, -
verification of the data, - synthesis of raw data into contextual and relevant

34
 information, - the management and reporting of information, and - securing
facilities information.

• Risk management - include: risk management planning; emergency preparedness,

response and recovery; facility resilience and business continuity.

The responsibility for emergency preparedness, facility resilience and

business continuity is central to the role of facility managers, who have the
primary concern for the health and safety of the built environment and who
serve as stewards of the built environment.

• Communication

The facility organization requires the support of numerous stakeholders and

has an obligation to keep those stakeholders informed. The process includes
collecting feedback from stakeholders, identifying the appropriate audience,
planning the appropriate communication, selecting the appropriate delivery
method and frequency of the communication and evaluating the effectiveness
of the communication plan.

• Performance and quality - include: performance management and quality

management.

Facility managers must understand and document stakeholder needs and

expectations of the facility and the facility’s services. They must be able to
measure the performance of the facility organization and service providers to
make continual improvements.

• Leadership and strategy

Facility managers must be able to align the facility portfolio with the demand
organization's missions and available resources and be innovative to move
forward with their staff and processes to respond to ever-changing
requirements. They must lead the facility organization by providing guidance
to staff and service providers, and they must influence the decisions and
attitudes of the demand organization’s leaders as well as that of occupants,
government officials, suppliers, community leaders and business partners.

• Real estate

Facility managers are expected to manage/oversee real estate as a physical

asset designed to support the people who use them. Facility managers need
to understand real estate principles and practices so they can contribute
information and expertise as they relate to real estate and their relevance to
business decisions and strategy.

35
 • Project management

Project management is a core skill in facility management and is particularly

important because of the wide range of projects assigned to the facility
organization. Projects can vary in scope, complexity, duration and financial
risk.

• Finance and business

Facility managers manage/oversee aspects of the entire organization that

represent both significant financial investment in technology, buildings,
structures, interiors, exteriors and grounds and considerable operational
expense.

Roles of Facility Managers.

Even though FMs don’t always have similar titles, they share common roles within their
respective organizations, including:

• Sourcing and overseeing contracts and service providers for functions such as
catering, cleaning, parking, security, and technology
• Advising businesses on measures to improve the efficiency and cost-effectiveness of
the facility
• Supervising teams of staff across different divisions
• Ensuring that basic facilities are well-maintained and conducting proactive
maintenance
• Dealing with emergencies as they arise
• Managing budgets
• Ensuring that facilities meet compliance standards and government regulations
• Planning for the future by forecasting the facility’s upcoming needs and requirements
• Overseeing any renovations, refurbishments and building projects
• Helping with office relocations
• Drafting maintenance reports

Core Traits And Skills Of A Successful Facilities Managers.

Successful facilities managers rely on a number of different skills and competencies.

They need to be able to maintain good relationships with a wide range of suppliers,
employees, managers, contractors, executives and other stakeholders.

The workload of a facilities manager is complex and varied; they need to be able to
manage budgets, leverage technical knowledge, make quick decisions and solve
problems. They also benefit from the previous experience that will help them identify
potential issues and resolve any problems as soon as possible.

Some of the qualities needed for expert facilities management include:

36
1. Competent writing and communication skills – including the ability to communicate
technical information
2. Relationship-building
3. The ability to prioritize and multi-task
4. Time management skills
5. Teamwork, leadership and motivational skills
6. Procurement and negotiation
7. Proactive thinking
8. Understanding of soft and hard service delivery
9. Passionate about delivering consistent excellence

37
 Self-Help: You can also refer to the sources below to help you
further understand the lesson:

Atkin, B. Brooks, A. (2015) Total Facility Management 4th edition retrieved from
https://ebookcentral.proquest.com/lib/uniofmindanao-
ebooks/reader.action?docID=1895527&query=Facility+management

International Facility Management Association IFMA (2018) International Facility

Management Association Certified Facility Manager Competency Guide. Houston,
USA.

International Facility Management Association (n.d.) What is Facility Management?

https://www.ifma.org/about/what-is-facility-management

Jane Wiggins (2014) Facility Managers Desk 2nd edition retrieved from
https://ebookcentral.proquest.com/lib/uniofmindanao-
ebooks/reader.action?docID=1629337&query=facility+management#

Kathy O. Roper , and Richard Payant (2014) The facility management handbook 4th edition
retrieved from https://ebookcentral.proquest.com/lib/uniofmindanao-
ebooks/reader.action?docID=1596412&ppg=3

Keywords Index. The following terms, words, phrases and concepts discussed in this
lesson are essential for you to keep in mind. Please study the terms below.

Facility manager Workplace environment Risk Assessment

Occupancy Occupant services Operations

Human factors Communication Project management

38
Let’s Check

Activity 1. In the space provided, specify the following:

A. One of the competencies that facility manager should poses is knowledge in

sustainability, specify below what areas of facility management can this be
applied.
1.

2.

3.

4.

5.

B. The ability to manage facility information and technology is one of the

competencies of facility manager, list below the facilities manager’s
responsibility to manage information technology of the organization.
6.

7.

8.

9.

10.

C. Choose at least two (2) roles of facility managers and explain briefly its essential to
tourism facilities.

39
Let’s Analyze

Activity 1. Among the 11 skillsets that facility manager should possess, choose at least two
(2) areas of core competencies that would be most appropriate to apply for tourism facilities
and would be beneficial to the organization as a whole specially in time of pandemic or
terrorist attack.

a. Provide specific example of tourism facility and explain why the chosen
skillset is the most appropriate to apply in that particular situation? Your
answer should be at least 5 sentences up.
Example:

Core competencies area: Finance & business and performance and quality

Tourism Facility: Resort

Situation: Pandemic

Explanation:

Core competencies area: _________________________________

Tourism Facility: _____________________________________________

Situation: _____________________________________________

Explanation:

40
Activity 2. The above lesson states that there are several ways facility managers (FMs)
contribute to an organization’s business strategy and its bottom line and one of these is
through managing risks to facilities and personnel. In time of pandemic like in our present
situation, organizations opted to use the so called ‘the virtual office’ or ‘webinar app to
somehow employ continuity of their operations. Below is a paragraph about the virtual office,
after reading it your task is to:

a. Provide an inventory of web conferencing platforms being used by different

organizations now during COVID19 pandemic. You may put your answer to
black board using forum.
b. Compare and contrast those virtual platforms in terms of advantage and
disadvantages, cost, integration and collaboration, ease of use, what it can do
during conference, if it’s going to be use by a tourism facility. You may put
your answer to black board using forum.

Source: Dale,C. Hassanien, A.(2013) Facilities Management and Development for Tourism,Hospitality and Events. Boston,
USA.

41
In a Nutshell

Activity 1. Based on what you have learned in the lesson about roles of facility
managers and the learning exercises that you have done, please feel free to write
your arguments or lessons learned below. I have indicated my arguments or lessons
learned.

1. The workload of a facilities manager is complex and varied; they need to be

able to manage budgets, leverage technical knowledge, make quick decisions
and solve problems. They also benefit from the previous experience that will
help them identify potential issues and resolve any problems as soon as
possible.

Your Turn

2.

3.

4.

5.

6.

7.

8.

9.

10.

42
Q&A LIST.
This portion, allows you to write your question and issues relative to the lesson you would
like to raise. You may also raise these questions thru the LMS. You are also the one to write
the answers after questions have been clarified.

Example: Is the risk management responsibility of facility managers the same

with the hotel general manager?

Your Turn
Questions/Issues Answers

1.

2.

3.

4.

5.

End of module

Consider it pure joy, my brothers and sisters, whenever you face trials of many kinds, because you
know that the testing of your faith produces perseverance. Let perseverance finish its works so that
you may mature and complete, not lacking anything.

– James 1:2-4

God Bless You

43
COURSE SCHEDULES

This section calendars all the activities and exercises, including readings and lectures, as
well as time for making assignments and doing other requirements, in a programmed
schedule by days and weeks, to help the students in SDL pacing, regardless of mode of
delivery (OBD or DED).

Activity Date Where to Submit

Week 1 - 3

Big Picture A: Let’s Check Activities BB’s LMS quiz feature

Big Picture A: Let’s Analyze Activities BB’s forum

Big Picture A: In a Nutshell Activities BB’s forum

Big Picture A: QA List BB’s forum

Big Picture B: Let’s Check Activities BB’s LMS quiz feature

Big Picture B: Let’s Analyze Activities BB’s forum

Big Picture B: In a Nutshell Activities BB’s forum

Big Picture B: QA List BB’s forum

Big Picture C: Let’s Check Activities BB’s LMS quiz feature

Big Picture C: Let’s Analyze Activities BB’s forum

Big Picture C: In a Nutshell Activities BB’s forum

Big Picture C: QA List BB’s forum

FIRST EXAM BB LMS

Week 4 -5

Big Picture A: Let’s Check Activities BB’s LMS quiz feature

Big Picture A: Let’s Analyze Activities BB’s forum

Big Picture A: In a Nutshell Activities BB’s forum

Big Picture A: QA List BB’s forum

Big Picture B: Let’s Check Activities BB’s LMS quiz feature

Big Picture B: Let’s Analyze Activities BB’s forum

44
Big Picture B: In a Nutshell Activities BB’s forum

Big Picture B: QA List BB’s forum

SECOND EXAM BB LMS

Week 6 - 7

Big Picture A: Let’s Check Activities BB’s LMS quiz feature

Big Picture A: Let’s Analyze Activities BB’s forum

Big Picture A: In a Nutshell Activities BB’s forum

Big Picture A: QA List BB’s forum

Big Picture B: Let’s Check Activities BB’s LMS quiz feature

Big Picture B: Let’s Analyze Activities BB’s forum

Big Picture B: In a Nutshell Activities BB’s forum

Big Picture B: QA List BB’s forum

THIRD EXAM BB LMS

Week 8 - 9

Big Picture A: Let’s Check Activities BB’s LMS quiz feature

Big Picture A: Let’s Analyze Activities BB’s forum

Big Picture A: In a Nutshell Activities BB’s forum

Big Picture A: QA List BB’s forum

Activity Date Where to Submit

Big Picture B: Let’s Check Activities BB’s LMS quiz feature

Big Picture B: Let’s Analyze Activities BB’s forum

Big Picture B: In a Nutshell Activities BB’s forum

Big Picture B: QA List BB’s forum

FINAL EXAM BB LMS

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Course prepared by:

LIWLIWA B. LAGMAN

Course Facilitator/Faculty

Course reviewed by:

AMOR B. JANGAO

Program Head, BSTM

Approved by:

FLORENCE KRISTINA M. JIMENEZ

Dean, CHE

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