The role of facilities manager in sustainable practice in the UK and Ireland

Purpose – The purpose of this paper is to explore the role of facilities managers in sustainable practice. It also analyzes the change in facilities management (FM) in terms of sustainability.

Design/methodology/approach – This research adopted a combination of literature review and expert interviews. Empirical data were collected through in-depth interviews with 40 industrial experts in the UK and Ireland.

Findings – The analysis of interview results shows a sustainable movement in the context of FM. Facilities managers play important roles in sustainable practice, including integrating all sustainability considerations, linking strategic level with operational level, incorporating FM knowledge and experience into design, disseminating sustainable knowledge and educating people and encouraging sustainability through innovation.

Research limitations/implications – This research goes beyond the limitations of existing studies that are characterized by a lack of positioning facilities managers in sustainability.

Practical implications – Sustainable delivery represents a direction of FM development. This research describes what facilities managers can do and how they should do for sustainable delivery of FM, based on which improvements are made and benefits are maximized.

Originality/value – This research provides a deeper insight into the FM role in the sustainable agenda. The findings of this research help industrial practitioners and academic researchers to better understand sustainable FM.

An assessment of manager/subordinate perceptions of performance appraisal effectiveness

This study postulates that performance appraisal will be effective to the extent that managers and subordinates have a shared perception of its purpose and function and the degree to which it meets the needs of both groups. A two part research project was conducted to: 1) identify manager/subordinate perceptions of the purposes served by the formal performance appraisal process; 2) determine the extent to which these purposes are being satisfied in organizational practice; and 3) assess if managers and subordinates have a shared perception of the effectiveness of the appraisal process. The sample for the study included 36 managers and 143 subordinates from a division of a large Midwest service organization. The results were mixed with regard to the appraisal system effectively accomplishing its diverse goals. However, in general, there was support for the notion that both managers and subordinates find the appraisal process to be a worthwhile organizational practice. Approximately 70% of the respondents indicated that they would participate in the appraisal program whether they were required to do so or not.

Improving Millennium Bank's personal finance manager

Double Degree

[Portrait du manager de boxe] Morice : [photographie de presse] / [Agence Rol]

Référence bibliographique : Rol, 58712

[Le boxeur français Georges] Papin et son manager [François] Descamps (C.N. New-York) : [photographie de presse] / [Agence Rol]

Référence bibliographique : Rol, 59250

[Portrait du manager de boxe Charlie] Hellers : [photographie de presse] / [Agence Rol]

Référence bibliographique : Rol, 60709

Trainer, Coach, Player, and Manager

Likely a picture of Tom Kearney (Trainer), Al Kellogg (Coach), Eric Stevens (Player), and Randy Olling (Manager) circa 1971.

Nursing staffs' perceptions of a generic service manager position

The recent reengineering within the health care industry has challenged many assumptions regarding traditional structures and roles. Within a product-line management structure, the traditional viewpoint that those who manage patient care areas must have a nursing background, is an example of one such assumption being challenged. The nursing profession is often seen as the greatest obstacle to the implementation of a product-line management structure and generic manager positions (does not require a nursing background), due to the perceived loss of professional identity. This qualitative study focused on how nursing staff within a chronic care and rehabilitation facility perceived a generic service manager position. Focus groups were conducted in three phases, over a 14 month period of time. The data collected from the focus groups were then coded according to common themes. Each phase was analyzed independently, with the study concluding with an analysis and interpretation of the collective results. The results of this study revealed a significant shift in how the nursing staff perceived their professional identity and accountability in light of the implementation of the generic Service Manager position. Initial reactions of personal and professional vulnerability and resentment were seen to transform into an increased ability to explicitly articulate the role of nursing. Changes in behavior that were described included: increased consultation and collaboration with other

Letter addressed to Press and Radio Friends which is attached to an informal history of the Whirlpool Rapids Bridge. The letter was sent from A.E. Parsons, manager of the Whirlpool Rapids Bridge

Letter (10 typed pages) addressed to Press and Radio Friends which is attached to an informal history of the Whirlpool Rapids Bridge. The letter was sent from A.E. Parsons, manager of the Whirlpool Rapids Bridge, n.d.

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board, Oct. 8, 1886.

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board, Nov. 8, 1886.

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board, Dec. 8, 1886

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board, Jan. 8, 1887.

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board

Receipt from E. Carroll, manager of the Welland House, St. Catharines for board, Feb. 8, 1887.

Receipt from E. Carroll, manager of the Welland House, St. Catharines

Receipt from E. Carroll, manager of the Welland House, St. Catharines for 10 poles, Mar. 5, 1887.