RESOURCES AND FACILITIES RESOURCES AND FACILITIES MANAGEMENTMANAGEMENT

YAKUBU, EMMANUEL O.

QUESTIONS ON NIGERIAN QUESTIONS ON NIGERIAN COAT OF ARMSCOAT OF ARMS

• HOW MANY ELEMENTS ARE ON THE NIGERIAN COAT OF ARMS?

• LIST THE ELEMENTS?

• EXPLAIN WHAT EACH OF THEM REPRESENTS?

The Coat Of Arms Of Nigeria Is a The Coat Of Arms Of Nigeria Is a Symbol Of National ExcellenceSymbol Of National Excellence

• 1 The black shield=Nigeria’s good earth• 2 The Y shaped white strip=Nigeria’s

rivers Benue and Niger.• 3 The 2 horses=National diginity• 4 The eagle=Strength• 5 The green&white bandson the top of

the shield=Our rich agricultural lands

6 The yellow flowers(not red)=Nigeria’s national flower(Costus Spectabilis).

What is Management ?What is Management ?

Management, in a simple terminology, is getting things done through other people. Peter Drucker defines Management as the organ of institutions, the organ that converts a mob into an organization and human efforts into performance. Harold Koontz and Heinz Weichrich defined management as the process of designing and maintaining an environment in which individual working together in Groups can accomplish carefully selected goals.

Drucker’s view in management emphasizes performance quality and service; Peters and Waterman on the other hand emphasize mentorship, love for managing and working with people.

WHAT ARE RESOURCES?WHAT ARE RESOURCES?• Resources are:

• What an individual,organization or a country has that can assist in the creation of more wealth.

• It is also natural or man made source of wealth or revenue

• Resources are function of functions and the infrastructure upon which the super-structures are built.

TYPES OF RESOURCESTYPES OF RESOURCES• Human Resources

• Material Resources &

• Method (Technology)

THE 5Ms OF MANAGEMENT– Man– Material– Machine– Money &– Minute

Approaches to Management ThoughtApproaches to Management Thought

The three well-established approaches to

Management thought are:

i. The classical Approach – Managing Work and Organizations

ii. The Behavioral Approach - Managing People

iii. The Management Science Approach - Managing Production and Operations

Classical knowledgeBehavioural

Knowledge

Management Science Knowledge

PlanningOrganising

Managing Work and Organisation

Managing Production and

Operations

Managing People

Figure 1Controlling

WHAT DOES IT MEAN TO MANAGE?

To manage means:- To be in charge of something or a function or a job. To plan and make decisions in your job. To control and monitor your decisions for outcomes. To get results – Timely results.

THE NATURE OF MANAGERIAL WORK FOR COMMITTED MANAGERS.i. No real break in the pace of activity during office hours.ii. Accounting for almost every minute from the moment the

manager entered the office in the morning until he/she departs in the evenings.

iii. There is no real free time, in their minds, real managers are thinking about results and efficiency in resource management.

iv. Drums are never rolled- out if the targets are not surpassed.

WHY DO COMMITTED MANAGERS

ADOPT THIS PACE AND WORK LOAD?The manager is responsible for the success of his/her organization.

i. There are really no tangible mile posts where a manager can stop and say, “Now my job is finished” especially in managing resources.

ii. The engineer can finish the design of a casting on a certain day;

The Lawyer wins or loses a case at some moment of time;

But the “ Manager” must always keep going;Never sure where he/she has succeeded,Never sure when the whole organization may come down because of some miscalculations.(In the GDP & GNP)

v. The manager is a person with a perpetual preoccupation in resources management.

vi. The manager can never be free to forget his/her job & optimization in resource management.

vii. The managers job in any organization is busy and demanding.

WHAT OTHER FACTORS MAKE COMMITTED WHAT OTHER FACTORS MAKE COMMITTED MANAGERS TO ADOPT THIS PACE, MANAGERS TO ADOPT THIS PACE,

WORKLOAD AND STRUGGLE.WORKLOAD AND STRUGGLE.

The simple answer is the nature of

environment where managers operate

(Internal and external environment).

The manager can control the internal business environment, but he/she is at the mercy of the external environmental forces.

CONT’DCONT’D

There are three broad forces from the business environment:I. KEY MACRO ENVIRONMENTAL FORCES; VIZ: Political forces – North – South Regulatory forces – CBN, NAFDAC, SEC, SON, NDLEA. Demographic forces: changes in age, gender; number etc. Legislative/Legal forces; Constitutional Reforms, Acts/Edicts. Social, Cultural and Religious Forces Economic forces; Changes in GNP, GDP, Fiscal/Monetary

Policies. Eratic or rapidity of technical change (Technological change)

CONT’DCONT’DII. MICRO SIGNIFICANT FACTORS

Current informed and sophisticated businesscommunity

Current highly articulated/aggressive competitors

Strategically positioned youth Very knowledgeable/highly informed

privatesector

Rapid change in taste and fashion of consumers.

CONT’DCONT’D

III. MEGA-MACRO FACTORS Globalization, Deregulation and Libralization. Computer,Infomation and Telecommunication

advancement. Innovations and modernization of work

methods. Market fragmentation and segmentation Institutional Issues, interests and pressures Antitrust laws and Environmental Protection

laws.

C ONT’DC ONT’D

Regional Economic blocks eg AU; EU; NATO G7 etc

Coalition Building and Strategic Business alliances eg. Peak Association, Trade Association, Formation of Ad. Hoc consumer coalitions and consensus groups.

Changes in global cost of Labour/Absolute & Comparative advantages.

METHOD AND PROCESS OF ANALYSMETHOD AND PROCESS OF ANALYSINGING THE BUSINESS ENVIRONMENT BY THE THE BUSINESS ENVIRONMENT BY THE

MANAGERMANAGER

There are two things that the environment

fashions out to the manager.

I. Treats or challenges

II. Opportunities or advantages

The method and process of analysis include

SWOT analysis and to SMART plans for resources management.

CONT’DCONT’D

SWOT is for:• Effective Self and organization evaluation (ESAOE).• External Environmental Analysis (EEA)• Opportunity and Threat Analysis (OATA)• Business Opportunity Analysis (BOA)

SMART IS FOR:S: Specific planningM: Maintenance of a Measurable standardA: Attainable, Achievable and Adjustible plansR: Realistic, and deterministic plansT: Timing of results, evaluation/appraisal time.

WHO IS A MANAGER?WHO IS A MANAGER?

A manager is any person entrusted with workplace responsibility.A manager is someone in charge of a particular function or job.A manager is any worker or staff who finds him/herself incharge of any of the 5Ms of Management; namely; Man, (People factor), Materials (inputs), Machines (PC, Gen.

Set, factory equipment, etc), Money (Finance, cash) and Minute (i.e managing time to deliver desired results).

CONT’DCONT’DFrom the foregoing, who is a manager?• Is the security agent a manager? If yes what

does he/she manage?

• Is the military guy a manager? If yes what does he/she manage?

• Is the administrative Officer a manager? If yes what does he/she manage?

• Is the Personal Assistance a Manager? If yes what does he/she manage?

• What of the drivers, heads of departments, HR Personnel, Directors, Managing Directors/CEOs are they managers? If yes, what do they manage-REOURCES!

THE PSYCHOLOGY OF PEOPLE FACTORTHE PSYCHOLOGY OF PEOPLE FACTOR

MANAGEMENTMANAGEMENT

1.1. Spend Your Time And Energy Creating Not Spend Your Time And Energy Creating Not CriticizingCriticizing:Criticizing is NOT :Criticizing is NOT CommunicationCommunication

The critic is convinced that the chief purpose of The critic is convinced that the chief purpose of

sunshine is to cast shadows. He doesn’t usually sunshine is to cast shadows. He doesn’t usually

believe anything, but he still wants you to believe believe anything, but he still wants you to believe him. him.

Like a cynic, he always knows the “price of Like a cynic, he always knows the “price of

everything and the value of nothing” (Oscare everything and the value of nothing” (Oscare Wilde). Wilde).

  

  

  

  

We have no more right to put We have no more right to put OUR OUR DISCORDANT STATES OF MIND INTO THE DISCORDANT STATES OF MIND INTO THE LIVES OF THOSE AROUND US and rob them LIVES OF THOSE AROUND US and rob them of their sunshine, brightness and promotion of their sunshine, brightness and promotion just because we don’t like them or they have just because we don’t like them or they have perhaps a better opportunity/education. - perhaps a better opportunity/education. - JULIA SETONJULIA SETON

In criticizing others, remember that you will In criticizing others, remember that you will work overtime for no paywork overtime for no pay..

  

““Never throw mud.Never throw mud. If you do, you may hit your If you do, you may hit your mark, but you will have dirty hands. mark, but you will have dirty hands. Don’t be a Don’t be a cloud because you willcloud because you will fail to become a starfail to become a star. .

  

  

Instead, “Give so much time to the improvement Instead, “Give so much time to the improvement of yourself that you have no time to destructively of yourself that you have no time to destructively criticize others”. criticize others”. Spend your time and energy Spend your time and energy creating creating not criticizing.not criticizing.

2.2. DEVELOP INTEREST IN PEOPLE AND LEAD DEVELOP INTEREST IN PEOPLE AND LEAD THEM.THEM.

People have the tendency of becoming what you People have the tendency of becoming what you encourage them to be.encourage them to be.

  

Trust people and they will be true to you; treat them Trust people and they will be true to you; treat them greatly and they will show themselves great to you in greatly and they will show themselves great to you in return.return.

  

Develop people’s potentials; build their capacities show Develop people’s potentials; build their capacities show genuine interest in your workers and the results will flow.genuine interest in your workers and the results will flow.

INVEST IN THE HUMAN RESOURCEINVEST IN THE HUMAN RESOURCE

You cannot hold a light to others path without brightening You cannot hold a light to others path without brightening your own path.your own path.

Invest in people’s success, develop greatness in others; Invest in people’s success, develop greatness in others; lift people up, don’t put them down.lift people up, don’t put them down.

Don’t manage people with bitterness in your heart.Don’t manage people with bitterness in your heart.

Avoid witch-hunting approach in managing people.Avoid witch-hunting approach in managing people.

Allan McGinnis said: that there is no more noble Allan McGinnis said: that there is no more noble occupation in the world than to assist the other occupation in the world than to assist the other person in the workplace to succeedperson in the workplace to succeed..

  

NELSON HENDERSONNELSON HENDERSON said that the true meaning of said that the true meaning of life is to plant trees under whose shade you do not life is to plant trees under whose shade you do not expect to sit.expect to sit.

FACILITIES FACILITIES MANAGEMENTMANAGEMENT

DEFINITIONS:DEFINITIONS: • FACILITY: A facility is anything that is

established to serve a particular purpose and where a particular activity happens.

• A facility may be a building, factory, clinic, canteen, conveniences, computer centre, elevator, staff bus, loan or overdraft, goodwill, copyright, patent rights, etc. In other words a facility may be service, financial or physical structures.

• The term “Facility management” is similar to “property management” but often applied only to larger and/or commercial properties where the management and operation is more complex. Some or all of these aspects can be maintained by data-rich computer programs.

• One definition provided by the International Facility Management Association (IFMA) defines FM as “A profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, progress and technology.”

Definitions ContdDefinitions Contd

• Another broader definition provided by IFMA is that FM is 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.

• In the UK and other European countries facilities management has a wider definition than simply the management of equipment, buildings and services. The definition of FM provided by the European Committee for Standardization (CEN) and ratified by BSI British Standard Institute is that 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. They looked at facilities management as the integration of multi-disciplinary activities within the built environment and the management of their impact upon people and the workplace.

• In Australia, the term Commercial Services has replaced facilities management in some originations. Commercial services can also define services other than just looking after facilities, such as security, waste disposal, facility services and strategic planning.

• In Nigeria, estate management performs the function of FM.

• The FGN has what is called FRMA for Federal Road Maintenance Agency; however, there is no federal agency for public facilities management in Nigeria. Many companies/organizations in Nigeria has no unit/department for facility management, can you set up one for your organization?

APPROACHES TO APPROACHES TO FACILITIES FACILITIES MANAGEMENTMANAGEMENT

Security agents,the forces and para-security Security agents,the forces and para-security establisments establisments should be committed in should be committed in managing facilities in their organizationmanaging facilities in their organizationss..

This implies keeping operationsThis implies keeping operations facilities or facilities or resources in good working condition. resources in good working condition.

This include:This include:

• i Preventive Management Approach (PMA)

• ii Total Preventive Maintenance (TPA)• Iii Total Quality Management Approach (TQMA)• Iv Total Quality Control (TQC)• v Joint Internal Task Maintenance Approach (JIT)• vi Creating Central Maintenance Department

(CMD)

Apart from the CMD, typical types of maintenance

associates include:-

i Mill-Wrights: These are skill people who move and install equipment in a mills/factory, especially hard-to-manage maintenance.

ii Repair Technician: These are skilled well paid trouble-shooters who have sharp diagnostic

skills. They should be trained and maintained.

iii Custodians :These are house keepers/Cleaners for offices, equipment, electrical points/circuits and

company vehicle fleet management etc.

MANAGEMENT OF PUBLIC MANAGEMENT OF PUBLIC AND PRIVATE FACILITIES AND PRIVATE FACILITIES

• Public Facilities In Nigeria:• Public Schools• General Hospitals• Government Offices /Conveniences• Federal, State /Local Roads• Pipe-Borne Water • Public Water Schemes • Power & Electricity – PHCN or NEPA• Public Funds Management • Management of foreign Grants /Aids

Private Sector Facilities:Private Sector Facilities:

• Business loan Facilities Management • Office Environmental Management• Management of Buildings Machinery

Equipments e.g. vehicles, plants PCs Elevators, Stair cases, Accounts

• Management of Social Facilities e.g. Toilets, Canteens, water dispensers

• Managing Staff Terminal Benefits, Pension and Gratuity and general staff welfare packages

• Management Organization’s Goodwill

PUBLIC SECTOR FACILITIESPUBLIC SECTOR FACILITIESAND RUN TO FAIL AND RUN TO FAIL

SYNDROMESYNDROME

MANAGMANAGING THE PHYSICALING THE PHYSICAL ENVIRONMENT ENVIRONMENT

• Social responsibilities and trying to make the operation environment friendly by controlling waste products and negative externalities. Some companies recycle paper and other wastes; some have install smoke stack scrubbers, scrap recovery, waste water recycling etc.

MANAGEMENT OFMANAGEMENT OF ORGANIZATIONAL ORGANIZATIONAL FIXED ASSETSFIXED ASSETS

ASSETS OF AN ORGANIZATIONASSETS OF AN ORGANIZATION

Assets are the economic resources of a

business that can usefully be expressed in

monetary forms e.g. Cash, Accounts

receivable, land, machinery/equipment,

inventory, prepayment etc.

ASSESTS ARE OF TWO BROAD TYPESASSESTS ARE OF TWO BROAD TYPES

i Current Assets and

ii Fixed Assets. The third which I will add is called “Fictitious or Intangible Assets”

– CURRENT ASSET INCLUDE:-- Stock – finished goods- Work – in – Progress- Raw materials- Debtors or accounts receivables- Cash & Bank balance- Prepayments

FICTITIOUS OR INTANAGIBLE ASSESTS FICTITIOUS OR INTANAGIBLE ASSESTS INCLUDE:INCLUDE:

- Goodwill- Patent Rights, trade marks- Deferred charges etc

The focus of this section is on management of fixed assets especially, plants, machinery,building and equipment.WHAT ARE FIXED ASSETS?Fixed assets are those assets that are used orwhose consumption is spread over the years they include the following:- Land and building - Plant and machinery- Office furniture and equipment- Office fixtures and fittings - Motor vehicles etc

WHY THE NEED TO MANAGE FIXED ASSETSWHY THE NEED TO MANAGE FIXED ASSETS

i In some organization fixed assets constitute about 50% of the total assets which has serious implications for the survival of the firm.

ii Fixed assets are part of the yard stick used against sales to measure returns on investment.

iii in manufacturing organization equipment and machinery management determines the optimal performance of the outfit or venture.

iv it creates good working environment for workers which in turn increases productivity.

MEASURING MENAGEMENT AND MEASURING MENAGEMENT AND MAINTENANCEMAINTENANCE EFFECTIVENESS O F FIXED EFFECTIVENESS O F FIXED

ASSETSASSETSWhat does measurement imply here?What is effectiveness?What is the principle of a good maintenanceculture.

To measure means to discover the exact effect size or amount of something

To measure also means to find as good as a thing is, ought to be or the goodness of fit

To measure means to evaluateIt also means to appraise or to put the right value on

something.

To measure also involves finding the extent of To measure also involves finding the extent of efficient progress made in something or if the efficient progress made in something or if the maintenance or service is rewarding or notmaintenance or service is rewarding or not

PROFITABILITY MEASURES (RATIOS) IN

RELATION TO ASSETSi ROTA: Return on Total Assets = P.A.T

capital employed

ii RONA: Return on Net Assets = P.A.T

NET Assets

Iii ROFA: Return on Fixed Assets= P.A.T

Fixed Assets

This measures or ratios show how many times assets – (total, fixed and net assets are turned over as a result of good asset management.

The industrial average for assets turnover is three

(3) times per year. Therefore if the results of your

ROTA, RONA, and ROFA are less than 3 times

per year it is an indication of poor asset

management and maintenance.

ASSET UTILIZATION MEASURES (ACTIVITY ASSET UTILIZATION MEASURES (ACTIVITY RATIOS)RATIOS)

i EBIT TO TOTAL ASSETS = EBIT

TA

ii SALES TO TOTAL ASSETS = SALES

TA

iii RETAINED EARNING TO = RETAINED EARNINGS

TA

iv TOTAL DEBT TO TOTAL ASSETS = TOTAL LIABILITIES

TA

Here the first three ratios show how you are managing the assets

of the company, while the last show total debt to capital employed.

PRINCIPLES OF GOOD MAINTENANCE PRINCIPLES OF GOOD MAINTENANCE MANAGEMENT CULTURE.MANAGEMENT CULTURE.

• ECONOMY: Economy is about seeking to avoid wastage of resources in maintenance of plant, equipment and machinery

• EFFICIENCY: Efficiency in maintenance culture is about using the least possible to achieve the best possible.

• EFFECTIVENESS: Effectiveness is about applying the culture of good maintenance in available resources in such a way as to lead to the desired results.

MANAGERIAL SKILLS AND MANAGERIAL SKILLS AND COMPETENCIES FOR MANAGERSCOMPETENCIES FOR MANAGERS

1. Conceptual Skill: The ability to constructively view your organisation and

the situations, the threats, and opportunities. Analytical ability drawn from ones mental capacities to

identify problems and offer solutions. The ability to gather data, classify, harmonize and

interpretation of relevant information. The ability to develop good problem-solving decision

that serve your organizations purpose.

CONT’DCONT’D

2. Technical Skill The ability to apply specialized knowledge or

expertise to perform a job or assigned duties. It involves being highly proficient at using

selected methods processes, and procedures to accomplish tasks and to meet deadlines.

Technical skills are acquired through formal and informal education, or learned through appropriate work training and on-the-job experiences.

CONT’DCONT’D

3. Human Relations Skill The ability to work well in cooperation with

others. Development of the spirit of trust, enthusiasm

and genuine involvement in interpersonal relationships.

High degree of self-awareness and a capacity for understanding or empathizing with the feelings of others (co-workers)

It is an essential skill for managers networking responsibilities.

Value-Added Managers Are Value-Added Managers Are Organisational AssetsOrganisational Assets

Are you an asset or liability to your organisation?Are you impacting positively on your organization?- World-class managers add value constantly to

their organization.- World-class organizations want value-added

managers.- Managers whose efforts clearly enable their

work units to achieve high productivity and improve “bottom-line” performance.

CONT’DCONT’D

- Value-added managers create high performance system in which individuals and groups work well together, to the benefit of the entire organisation and its clients or customers.

- Value-added managers are the most likely to reap the reward of satisfying careers.

- In periods of organizational restructuring workforce, value-added managers will have little or no trouble in justifying their jobs.

The Dual Manager’s Challenge in The Dual Manager’s Challenge in the Management Processthe Management Process

The manager may serve in two capacities simultaneously, that’s the duality of the challenge.I. As the head of a work unit or department.II. As a subordinate in another situation.III. The manager is held “accountable” by higher level superiors for

work unit results.IV. The manager is also “dependent” on the efforts of others

(subordinates) to make these results possible.V. In the new work environment, the manager must meet and

exceed customer expectations for high quality and service standards.

VI. Much of the manager’s time is spent dealing with the stresses and strains of simultaneously meeting the demands of upward accountability and downward dependency.

MANAGERIALMANAGERIAL BLINDNESSBLINDNESS

John Gardner at one time said; that most

ailing organisations have developed

functional blindness to their own defects;

they are not suffering because they cannot

resolve their problems, but because they

cannot see their problems.

CONT’DCONT’D

Managers and leaders should know clearlythat: “Carrot and Stick”- (motivation) is animalpsychology-it is known as – “The JackasTheory”-it is old paradigm. People have thepower to choose, you can buy someone’sback, but not his heart and mind.

You can buy his hands, but not his spirit-(TheNew Paradigm). Harold S. Greneen, formerchairman of ITT. of UK said….

CONT’DCONT’DThe best way to inspire and lead people to asuperior performance is to convince them by

everything you do and by your everyday actions & attitude that you are committed whole heartedly to prudent resource management.

THE ADVICE- Be an original copy, and embodiment of

true leadership, a legacy in management style and a solution in the system not the problem!.Make use of MBO but avoid........... MBG,MBS & MBH or MBI that brings failure!

How do we Manage Green ProductivityHow do we Manage Green Productivity

Law of Ecology - Law of Ecology -

“ “ Nothing comes from nowhereNothing comes from nowhereEverything comes from Somewhere”Everything comes from Somewhere”

“ “ Nothing ever goes awayNothing ever goes awayEverything goes somewhere”Everything goes somewhere”

ENVIRONMENTAL ENVIRONMENTAL SECURITY SECURITY

HOW SAFE ARE THE POLITICAL, SOCIAL & ECONOMIC ENVIRONMENT &

THE ROLE OF GOVT.IN PROTECTING THE PUBLIC FROM ROBBERS,KILLERS KIDNAPPERS & MILITANTS

SCENE OF MASS BURIAL AFTER SCENE OF MASS BURIAL AFTER RECENT COMMUNITY CRISIS IN RECENT COMMUNITY CRISIS IN

NIGERIA-NEXT SLIDENIGERIA-NEXT SLIDE

“ “ NoNo crisis or pollution crisis or pollution comes from comes from NNowhereowhereEvery Every crisis/Pollution crisis/Pollution comes comes

from from Somewhere”Somewhere”

How securedHow secured is our environment?is our environment?

FOR EFFICIENT MANAGEMENT FOR EFFICIENT MANAGEMENT OF RESOURCESOF RESOURCES

THERE ARE SIX (6) GIRLS FROM OUR 6 GEOPOLITICAL ZONES YOU MUST AVOID TOTALLY!

DO YOU KNOW THE NAMES OF THESE GIRLS? (THEY ARE ALL NIGERIANS)

THE NAMES OF THE GIRLS ARE:THE NAMES OF THE GIRLS ARE:MISS-INFORMATION

MISS-CONCEPTION

MISS-CALCULATION

MISS-CONDUCT

MISS-APPROPRIATION &

MISS-MANAGEMENT

REFRENCESREFRENCES

• Donnelly, J.H. Jr Etal (1992) Fundamentals of Management: Irwin, Homewood Boston M.A.

• Adams, F.P. & Cox J.F. (1985) Manufacturing Resource Planning: An Information System Model

• Eugene F.F. (1990) “Use Technology to Reduce Manufacturing Costs”: The Journal of Business Strategy

• Financial Management by Pandy Olowe (1997): Financial Management and Concept Analysis