Summary
Samenvatting International Classroom, Built Environment
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International Classroom Summary, Built Environment. Written using the PowerPoint and teaching material during lectures
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Summery built environment PowerPointWeek 1
Housing
As a part of the servicescape the housing process is of strategic value to an
organisation; it is not so much a cost but provides added value to its customers;
in other words, it also facilitates the organization to perform better. The housing
vision must be in line with for example, internal and external, national and
international developments, such as economic and social changes, CSR
developments and regulatory changes. Efficient housing management requires a
housing vision and objectives for the long term.
Housing is part of the strategy of the organization. The corresponding vision
must be in line with internal and external, national and international
developments, such as economic and social fluctuations, CSR developments,
regulatory factors etc. Efficient housing management requires a housing vision
for the long-term view.
Housing focuses on the practical knowledge and development of a sustainable,
socially responsible, long-term housing vision and plan using an actual real-life
case to design long term vision a strategy to achieve the housing objectives for
and retain them. These objectives will then play an important role for the future
performance of the organisation.
Preconditions, such as the capacity, site selection, financial feasibility, necessary
flexibility, corporate image and identity, desired sustainable development and all
other conditions applicable to forming an advisory report document will be
focussed on. This will assist you in creating your research-based document for
your client in your own advisory report. It will also help you in forming
substantiated/valid (evidence-based) choices to help you create your final work
for assessment.
Housing and real estate are two different concepts. To create a demarcation
firstly we need two important definitions:
Housing = the translation of the business into space. Real estate = all land
and buildings.
"The concepts are brought together in practice. This is done by considering the
needs and demands of the user, or having their program of requirements…as
well it can be found in the identification of possible uses of the available housing
“
Housing strategy
A housing strategy presents how the organisation will be housed for years to
come. This housing strategy consists of a few steps. These steps are:
1. Recognition of the identity of the organisation takes place, incorporating
the mission and its vision and the primary process of housing. This must
also be examined along with the strategic goals of the organisation.
2. After the organisation has been suitably explored the current situation of
the organisation is described in terms of housing and real estate.
, 3. After this step has been completed satisfactorily, data is then collected.
There are quantitative and qualitative housing needs to be identified and
the housing supply is described. This creates the brief.
4. Phase Synthesis. In this phase, the client’s housing requirements are then
aligned with current real estate available which would suit these
requirements.
5. The final step is the implementation of the new housing strategy.
Sustainable housing policy
Finally, a sustainable housing policy must be established. The objective of the
housing policy is, on the one hand, to show how trends can be translated into
the organisation to provide adequate housing. On the other, the SHP (sustainable
housing policy) is intended to serve as an internal and external mean of
communication. It is important that enough support is created, so that changes in
the primary process do not overtake the developments in the housing.
There are three factors that determine the success of the housing plan. These
are: participation, support and creativity. Many employees in the
organisation will participate in the housing plan. Both management and
employees have an interest in the housing. Being open to questions, opinions
and comments of all the layers in the organization is important here; public
support is another important factor. Communication is before, during and after
the process of interest. Extensive communication creates support. The last factor
is creativity; to make the housing plan succeed, nothing less than creativity is
required…and out of that box ideas, arises the plan.
Role of FM’er in housing an organisation
The facility manager contributes to the organisation playing several roles which
include: the role of project manager, counsellor, principal, coordinator and
administrator.
The attitude adopted by the facility manager will be influenced by considering
the complexity, uncertainty, interests, contemporaneity, customer experience
etc. Resulting in much empathy shown towards the clients and/or the
organisation in question.
Process model
As a part of the module Strategic Service Design Housing focuses on the practical
knowledge and development of a sustainable, and thus socially responsible, long-
term housing vision. The learning objectives include analysing and translating
housing desires into policy; developing a vision, preparing decisions and
translating them into a vision for a strategic sustainable servicescape as a
starting point to build up an integral Strategic Service Plan.
To reach this vision you must construct a strategy to achieve the housing
objectives that will add value to
the organisation and its
stakeholders. These objectives
are important for the future
performance of the
organization. Preconditions,
such as capacity, site
selection, financial feasibility,
,the required flexibility, corporate image and identity, desired sustainable
development and any other conditions applicable to the case in question that
form part of possible solutions and will be of immense value to make choices and
decisions possible.
Service scape and Facility
Servicescape is a model developed by Booms and Bitner to emphasize the
impact of the physical environment in which a service process takes place. The
aim of the servicescape model is to explain behaviour of people within the
service environment with a view to designing environments that accomplish
organisational goals in terms of achieving desired behavioural responses. For
consumers visiting a service or retail store, the service environment is the first
aspect of the service that is perceived by the customer and it is at this stage that
consumers are likely to form impressions of the level of service they will receive.
, Booms and Bitner defined a servicescape as "the environment in which the
service is assembled and in which the seller and customer interact, combined
with tangible commodities that facilitate performance or communication of the
service". In other words, the servicescape refers to the non-human elements of
the environment in which service encounters occur. The servicescape does not
include: processes (e.g. methods of payment, billing, cooking, cleaning);
promotion (e.g. advertising, PR, social media, web-sites) or back-of-house
(kitchen, cellars, store-rooms, housekeeping, staff change rooms, spaces) where
customers do not normally visit.
The servicescape includes the appearance, equipment, signage and layout of a
service outlet.
The servicescape includes the facility's exterior (landscape, exterior design,
signage, parking, surrounding environment), interior (interior design and decor,
equipment, signage, layout) and ambient conditions (air quality, temperature and
lighting). In addition to its effects on customer's individual behaviours, the
servicescape influences the nature and quality of customer and employee
interactions, most directly in interpersonal services. Companies design their
servicescape to add an atmosphere that enhances the customer experience and
that will affect buyers' behaviour during the service encounter.
The servicescape in services creates a strong tendency towards spatial
association of services and their relationships with customer and employee
behaviour. This focus on the impact that simultaneous presence of multiple
environment cues exert on customer attitudes and behaviour, a holistic approach
to the analysis of the impact of the servicescape on quality perceptions and
customer loyalty, how customers peculiarities (e.g. cultural and physical) relate
to how servicescape features are perceived, and how the physical environments
might influence customers behavioural intentions and satisfaction in certain
service industries (e.g. school, restaurant, and bank).
Even though the design of a servicescape can have a significant impact on an
organisation’s key metrics, including costs, brand perceptions, and employee
satisfaction and loyalty, in most organisations, it is not a well-established
practice. In this regard, the physical work environment is not given any
consideration, unless it deviates from acceptable conditions and values. A better
understanding of how different characteristics of the work environment relate to
employees’ perceptions could help managers in making knowledgeable decisions
when (re)designing this commonly used servicescape. Servicescape design
decisions may be made by the facility management department.
Facility design
Generally, service design features are where (location), when (time or period),
and how (e.g. method of service delivery, and layout) to employ services. The
physical environment consists of the environmental dimensions, being ambient
conditions (e.g. temperature, air quality, noise, and cleanliness), spatial layout
and functionality (e.g. layout, equipment, and furnishings), and signs, symbols,
and artefacts (e.g. signage and interior decoration). Thus, the sphere of influence
of facility managers comprises a mixture of separate, but closely related,
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