This chapter gives an overview of the entire research work. The areas covered are the Background to the Study, Statement of the Problem, Objectives of the Study, Research Questions, Relevance of the Study, Scope of the Study, limitations of the study and finally Organisation of the Study.
1.1 BACKGROUND TO THE STUDY
Facility Management (FM) has traditionally been regarded in the old-fashioned sense of cleaning, repairs and maintenance (Atkin and Brooks, 2000). A decade ago, FM responsibilities broadened to encompass “buying, selling, developing and adapting stock to meet wants of owners regarding finance, space, location, quality and so on” (O’Sullivan and Powell, 1990). It was the recognition of the effect of space on productivity that stimulated the development of the Facility Management discipline (Alexander, 1996; Brown et al., 2001; Douglas, 1996; Neely, 1998; Then, 1999). Buildings are expensive to maintain and adapt, yet whatever their use, any “good” building should be habitable, secure, durable, energy efficient and adaptive. As stated by the International Facility Management Association (IFMA, 2004), FM is taken to be: “A profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology. The definition of facility management as provided by the European Committee for Standardisation (CEN) and ratified by 31 European countries also puts it as: "(the) integration of processes within an organization to maintain and develop the agreed services which support and improve the effectiveness of its primary activities." According to this European standard, (EN15221-1), the scope of FM is 'Space & Infrastructure' (planning, design, workplace, construction, lease, occupancy, maintenance, furniture, cleaning, etc.) and 'People & Organisation' (catering, ICT, HRM, HS&S, accounting, marketing, hospitality, etc.). FM facilitates on a wider range of activities than just business services and these are referred to as non-core functions. These functions vary from one business sector to another. FM services were first provided in the 1950s and 1960s in the USA and they were fully developed in the 1970s. But it was only in the1980s that such an FM market developed in Europe. The UK is the most important FM market in Europe. The most frequently outsourced services are catering, cleaning, waste and recycling, security and hospitality, whilst the services most frequently retained in-house are procurement, human resources, finance, estate management and business strategy. Facility managers are consolidating the choice toward performance quality and flexibility with respect to core business needs, and regard quality of services from suppliers as the most important current issue. Germany and France are also relevant markets (Natalija and Robertas , 2013). At Tullow Ghana Ltd, the facilities department is responsible for the management of services and processes that support the company’s core operation of oil drilling and production. The department ensures that TGL has the most suitable working environment for its employees and their activities. FM at Tullow involves both strategic and day to day operations, particularly, in relation to building and premises. The areas of responsibility include; procurement and contract management, building and grounds maintenance, cleaning, catering and vending, health and safety and space management. The department generally focuses on using best business practice to improve efficiency by reducing operating cost while increasing productivity. There are two (2) sections in the facilities department; the Service Delivery Section and the Maintenance Section. The Service Delivery Section is responsible for the management of catering contracts, housekeeping( offices and staff houses), pest control, waste management and office supplies for both onshore and offshore operations. On the other...
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