essay on facilities management

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What is Facility Management?

Who manages one of your organization’s largest assets with one of the largest operating budgets? Your facility manager.

What is facility management?

Facility or facilities management (FM) is a profession dedicated to supporting people. It ensures the functionality, comfort, safety, sustainability and efficiency of the built environment - the buildings we live and work in and their surrounding infrastructure. As defined by ISO and adopted by IFMA,

Facility Management is an organizational function which integrates people, place and process within the built environment with the purpose of improving the quality of life of people and the productivity of the core business.

This combination of job responsibilities supports the operations of each organization to create an environment where the systems work together seamlessly, from the parking lot to the executive suite. Facility managers are the people who make sure we have the safest and best experience possible, by coordinating the processes that make the built environment succeed.

• what do facility managers do?
• why is fm relevant?
• what skills do fms need?
• how does ifma fit in?
• what is the future of fm?

What do facility managers do?

Whether the space is a factory, office, hospital, shopping mall, airport, museum or stadium, someone makes sure the building and all of its components work properly. That person is a facility manager. Facility managers (FMs) make sure systems in the built environment work together as they should, that buildings fulfill their intended purposes, and that personnel are healthy and productive.

Facility managers have many different titles and career paths. They often aren’t called facility managers even though they are responsible for aspects of facility management, including planning, evaluating and maintaining building systems. Facility managers hold a variety of roles, including:

• Building operations like cleaning, security, maintenance and grounds management
• Return-to-work processes and policies
• Emergency and disaster mitigation and response
• Sustainability planning
• Project management and budgeting
• Real estate management and space planning
• Business continuity planning

Why is FM relevant?

The FM industry is growing rapidly, and the COVID-19 pandemic made safety and health a top priority. Changes to technology, green initiatives and other current trends are changing how FM teams conduct business and respond to everyday challenges.

Facility managers are a crucial part of every organization because they ensure that the places where we work, play and live are safe, comfortable, sustainable and efficient. Facility managers contribute to an organization’s strategy and bottom line in a variety of ways.

• Contribute to operational efficiencies
• Plan and deliver infrastructure needs to support productivity
• Manage risks including those to facilities, employees, suppliers and business reputation
• Mitigate and reduce environmental impact
• Promote sustainable tactics for long-term cost management
• Leverage technological solutions
• Mitigate and overcome effects of natural disasters
• Guarantee compliance
• Leverage security

FM continues to be an important part of returning to the office after the pandemic. Ensuring that offices meet the needs of changing organizations and evolving workforces, and guaranteeing the safest workplaces possible, has become the focus of many facility managers. The profession is also starting to impact environmental, social and corporate governance issues. Facility managers help support how each organization works toward social goals, including responsible and ethical investing, sustainability and overall impact, instead of only focusing on the bottom line.

What skills do facility managers need?

FM is a varied career. FMs could be working on a maintenance budget one day, overseeing work on an HVAC system the next and making real estate decisions the day after that. In order to stay on top of the profession, facility managers should be knowledgeable of the 11 Core Competencies of FM .

How does IFMA support FM?

IFMA’s 40+ years of knowledge and expertise enables, empowers and equips FMs to solve challenges today and in the future. IFMA’s mission is to advance our collective knowledge, value and growth for FM professionals to perform at the highest level.

IFMA serves the global FM community through career development, learning, networking opportunities and leadership skills - and the world's best FM events. IFMA serves all FMs, regardless of membership status.

Full IFMA members receive 30+ benefits to help them succeed.

How are IFMA and the FM industry preparing for the future?

IFMA is focused on supporting facility managers and other built environment professionals at every career stage. We are constantly tracking emerging topics and technologies and forecasting future skills, bringing the industry at large timely information and resources to encourage facility managers to advance and thrive in their careers. We work with facility professionals to tackle today’s challenges and integrate insights and ideas into an exciting blueprint for a more resilient, adaptive and sustainable future.

Here are some of the initiatives underway to guarantee the future of FM:

• Globally Recognized FM Credentials
• Accredited Degree Programs – Graduate and Undergraduate
• Global Workforce Initiative Targeting High School/Young Adults
• U.S. Bureau of Labor Statistics Standard Occupational Classification Code (2018)
• ISO 41000 Facilities Management Standard
• Facility Management Conferences, Expos and Events
• IFMA Chapter, Council and Community Events
• IFMA Programs and Services

Advance your career

Your community is waiting for you.

IFMA is your professional association for growth, networking, connection and advancement. There’s never been a better time to elevate your career.

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• Facilities Management Essay Sample Ireland

Facilities Management Essay writing sample

Facilities management encompasses numerous disciplines to ensure the comfort, functionality, and efficiency of business processes. It also refers to the facilities management process, which creates IoT (Internet of Things) data through gauges, sensors, and devices. It is a significant element for the organization to achieve economic success. Effective facilities management is beneficial for enhancing organizational performance. It ensures smooth business operations that are not often interrupted by technical difficulties. However, the students can take online writing help for preparing the perfect Applied Management assignment .

Competitive policies influence the development of facilities management. The objectives of facilities management are gaining popularity within the global economy. It is crucial to select the position of facilities management for the effectiveness of the organization. The increasing global competition and high impact of business issues force the organization to manage the processes efficiently. The facilities managers must manage the business resources in a changing environment. When the students are not able to write an economy essay paper flawlessly, then they can take help from an expert-written sample. The students can ask me to do my assignment for me in Ireland to submit impressive academic homework.

Crucial types of facilities management in Ireland

Facilities management can be categorized into two parts, namely; strategic facilities management and operational facilities management.

A) Operational facilities management:

• It is the interaction between facilities managers and functional units. Every functional unit in an organization should be aware of regulations and efficient techniques within a specific area of work.
• The facilities managers should support the functions of facilities management and the daily needs of the business.
• The responsibility of the facilities manager is to communicate with the business team to identify critical requirements.

B) Strategic facilities management:

• It helps facilities managers to look at the future by interacting with the core business.
• The primary role of the facilities manager is to establish critical changes occurring due to various external factors. It becomes essential to focus on the facility management scope of work.
• The aim of conducting interaction between operational and strategic facilities management is to balance regular business operations with future needs.

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What is the contribution of facilities management in any organization?

• The facilities manager deals with non-core activities and plays a crucial role as a supporter of core business activities.
• Facility maintenance demands the formulation of any material and logical consequence of spacing. It specifies the professional judgments to determine an adequate relationship between non-core activities and core business activities.
• By minimizing the costs and focusing on some professional judgment, facilities managers enable the business to enhance productivity.
• Various business industries establish facilities management for improving productivity and getting an efficient conclusion for a housing project.
• A successful facility manager is one who acknowledges the proper use of resources and manages equipment with a scientific process.

Critical sample on facilities management essay in Ireland

Title: What is the role of the facilities manager in promoting business growth? Facilities management ensures that all components of the business are appropriately linked. It helps in providing standardized quality of products to marketing and support to core activities of the company. The facilities manager leads the business management by communicating with the team and marking the strategy for future success. After identifying the program, the facilities manager makes the final draft to execute it. The operational side is the visible part of any business, and thus it serves as the primary contribution of facilities management. The facilities manager should have the knowledge towards construction management and knowledge about health and safety to drive business success. Facilities managers help in improving the worker’s efficiency and thus lead to business productivity.

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Facility Management Case Study

This sample paper on Facility Management Case Study offers a framework of relevant facts based on recent research in the field. Read the introductory part, body, and conclusion of the paper below.

Biotech Case Study: Implementing Predictive Maintenance for Ultra-Low Temperature Freezers Submitted By: Regina Gracia E. Sandoval Carolyn Pulanco Glaiza Bustria Joyce Domingo Jeralyn Barrios Arabelle Loresto OM4A RND Biotech Case Study: Implementing Predictive Maintenance for Ultra-Low Temperature Freezers October 2008 CHALLENGE: * RND Biotech operates 300 ultra-low freezers (-80°C) that frequently fail, even though maintenance activities are performed on a quarterly basis.

RND Biotech is currently replacing freezers as they fail, rather than trying to repair them, to keep up with the required freezer capacity. * When freezers fail, RND Biotech potentially loses product development samples that represent months of research. * RND Biotech would like to implement a predictive maintenance strategy and continuously monitor freezer function, which they believe will improve uptime, and free up skilled labor for other tasks. * However, they have not found a comprehensive method that is cost-efficient and non-invasive to implement a predictive maintenance strategy.

Most alternatives only monitor freezer temperature which is not enough for predictive monitoring. SOLUTION: RND Biotech installed a new automation technology which did not incur any disruption to ongoing processes and required minimal installation cost. The solution, a non-invasive wireless sensor system, allowed RND Biotech to monitor multiple freezer data points, including chamber temperature and compressor amperage. RESULTS: * RND Biotech immediately found distressed freezers and were able to prevent failures. The freezers were able to be repaired, as opposed to replaced, saving approximately ,000 per freezer.

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RND Biotech is now able to implement a predictive maintenance strategy for their freezers. Challenge RND Biotech is a biotechnology research and development company. The company has 300 ultra-low freezers (-80°C), used to store research samples. These freezers are critical to RND Biotech because the samples stored in them represent ongoing research that comprises the company’s product pipeline. Failures of these freezers could potentially result in a loss of years’ worth of research for new products that could be worth billions of dollars in revenue.

The facilities group reports that it spends a significant amount of time addressing freezer failures. Records show that approximately twenty work orders per month are freezer related. Additionally, researchers complain that frequent freezer failures impact their ability to focus on their research. When a freezer fails, researchers have to scramble to find space in other freezers to store samples. If the failure occurs during non-working hours, both facilities and research personnel have to come to the facility in order to address the failure.

If the failure is not addressed in time, the freezer contents – critical research samples or products – are lost. The empty freezers have to be defrosted and decontaminated before they can be moved to the maintenance area for troubleshooting and repairs. This process alone can take up to a week. Failures have occurred frequently enough that it is now more convenient for RND Biotech to simply replace the freezers as opposed to repairing them, even though it is not a cost efficient solution.

The primary failure mode on ultra-low freezers is at the compressors. The ultra-low freezers each have two compressors. Failure of either compressor directly impacts the freezer’s ability to maintain temperature. Simply monitoring the temperature of the freezer is not enough to preventatively catch failures. By the time the temperature rises, everyone has to react to the impending failure as opposed to preventing it. The primary function of the preventative maintenance procedures is to ensure that the compressors are functioning efficiently.

To accomplish this, specific maintenance activities include: * measuring compressor amperage on a quarterly basis to ensure that the compressors are operating within specification and are not overworked * de-icing the door gasket on a quarterly basis so that the freezer chamber is properly sealed * maintaining the filters on a semi-annual basis so that proper air flow and temperature is achieved around the compressors * defrosting and de-icing the freezer on an annual basis to prevent ice buildup in the freezer chamber

Even with such rigorous maintenance of the ultra-low freezers, there are still a significant number of failures occurring and disrupting operations. The facilities group is looking for a way to be able to detect potential problems with freezers before they fail so that the impact on operations is minimized. Implementing Predictive Maintenance RND Biotech would like to implement a predictive maintenance strategy for their ultra-low freezers. Their goal is to get ahead of their failures and maximize equipment uptime.

In order to accomplish this, the facilities group would need to be able to monitor the freezer compressors on a frequent and regular basis, in order to observe the normal mode of operation of the freezers. Current preventative maintenance procedures only allow facilities to take a snapshot of compressor operation at the time the maintenance is performed. The Cypress Solution Cypress Systems offers a Wireless Freezer Monitor (WFM) designed to check the overall health of the freezers.

This battery operated device can be installed on a freezer to monitor compressor amperage and freezer temperature on pre-defined intervals. The data is wirelessly transmitted back to the Cypress server, where it can be trended via a web interface. Wireless data collection allows the freezers to be moved if needed without reinstalling hard-wired sensors. The battery operated device eliminates the need to have additional power available for monitoring tools. Results RND Biotech tested the Cypress wireless freezer monitor solution and installed WFMs on a pilot of twenty freezers, at a cost of $2000 per freezer.

At the onset of the project, the expectation was that 10% of the freezers were not performing optimally. RND Biotech immediately found 20%, or four, of their freezers that were now monitored were not functioning optimally. Problems they saw included compressors not cycling off or compressors cycling on and off too frequently. Both situations indicated that the freezers were working harder than they should and needed to be repaired. All four freezers were all eventually repaired rather than replaced. The replacement cost per freezer would have been $12,000.

The repair cost was approximately $5,000 per freezer. RND Biotech was able to save $28,000. Additionally, if a researcher had to reproduce lost samples, it could potentially cost $7,000 or more in labor and material costs. The initial investment in the Cypress solution for the twenty freezers was $40,000. The financial payback was under two years. RND Biotech was greatly impressed with the ability they gained to coordinate the repair activities without having to scramble. Value of Predictive Maintenance for Freezers

The immediate benefit of the Cypress Wireless Freezer Monitor system was that the facilities group could plan their repair activities with research, rather than have to scramble to find freezer space for their samples. They were able to prioritize which freezers were more critical to address. Financially, the project had an immediate payback, based on the number of freezers that were in distress and the new capability for RND Biotech to coordinate repairing their freezers before they fail as opposed to purchasing new ones. The value that they see includes: reducing the frequency of freezer failures nd emergency response situations mitigating the risk of loss in RND Biotech’s product pipeline troubleshooting freezer work orders more easily by viewing amperage and temperature trends and even reducing the number of work orders submitted for freezer problems minimizing required maintenance activities, reducing maintenance time having the ability to plan maintenance and repair activities around research activities becoming more “green” by replacing fewer freezers saving energy by repairing compressors as soon as problems becomes evident, rather than only observing problems during maintenance or when failures occur

Based on these overall benefits and proven utility, RND Biotech now plans to install the Cypress wireless freezer monitors on all their ultra-low freezers.

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Key performance indicators for measuring performance of facilities management services in hotel buildings: a study from Sri Lanka

Purpose The concept of facilities management (FM) has been acknowledged as a novel avenue brought in to ensure productivity and customer satisfaction in the Sri Lankan hotel industry. Accordingly, performance measurement (PM) has become a crucial entity, where key performance indicators (KPIs) have become the most important instruments of PM in determining how well these FM services are performing. Unfortunately, nowadays, the service quality of hotel buildings has significantly retreated due to the absence of a proper PM system with relevant KPIs. Thus, the purpose of this study was to identify relevant KPIs to measure the performance of the FM services in Sri Lankan hotel buildings. Design/methodology/approach A mixed approach was used to conduct this study. Data were gathered through expert interviews and an expert survey. The expert interviews were conducted to identify the relevancy of KPIs that are discovered through literature review to the Sri Lankan context, and the expert survey was conducted to identify their level of importance. Collected data were analysed using content and statistical data analysis methods. Findings Empirical findings revealed that a PM system with relevant KPIs can be identified as a crucial requirement for FM services in hotel buildings in Sri Lanka to meet the customer needs successfully. Adequate and relevant KPIs are significantly vital for an effective PM system for FM services. Thus, ultimately, 68 most important KPIs have been captured amongst the generally identified KPIs, which can be used in developing a proper PM system to measure the performance of FM services in hotel buildings. Originality/value The previous studies have just focused on the PM in FM services in a general manner where a significant dearth in existing knowledge can be identified when it comes to exploring relevant KPIs for an effective PM system to be implemented in hotel buildings in Sri Lanka to measure the performance of FM services. Accordingly, the current study unveils the most important KPIs, which can be used in measuring the performance of FM services in hotel buildings. The study recommends the use of a proper PM system with identified KPIs by respective industry practitioners to enrich the performance of FM services in hotel buildings in Sri Lanka and thereby achieve the ultimate goals successfully.

Investigation of Facilities Management Implementation Process for Malaysian State Mosque

The mosque has been a focal point of Islam since its inception, serving as a place of worship, a centre of education, economic pursuits, communal services, and spirituality. However, due to a variety of causes, the scope of mosque functions has been constrained as the world has developed rapidly. In summary, congregational capacity and facilities relating to hygiene, safety, and space utilisation are among the problems being closely examined in Malaysia. Based on the problems, the subject of mosque management's competencies that need to be improved in order to become more professional arises. Reviews of literature suggested that facilities management (FM) approach has the potential to be incorporated in the management of mosque. The purpose of this study is to examine the implementation of FM process in mosque in supporting the achievement of mosque’s functions. A quantitative approach was adopted in this study. The implementation of FM process from 12 state mosques in Peninsular Malaysia were investigated using questionnaire survey which distributed among the mosque management that manage mosque facilities. Descriptive statistics were used to analyse the questionnaire survey data with Statistical Package for the Social Sciences (SPSS) software. Results from the questionnaire survey revealed that, 50 per cent of the mosque has implemented most of the FM process model elements whereas other mosque still need further improvement to ensure the standards of FM process model is achieved. The results indicated that there is potential for improvement in mosque that possesses low position in implementing elements of FM process model that includes FM formulation strategy, requirement analysis of services, FM solutions development, FM solutions implementation and monitoring service provision. The finding could assist the top management level of the mosque in strategising the implementation action plan of mosque facilities management.

An analytic network process model for hospital facilities management performance evaluation

Purpose This study aims to establish a rigorous model that can pragmatically evaluate the facilities management (FM) performance of hospitals. Design/methodology/approach Among the applicable performance indicators that were identified from extant literature, a focus group study shortlisted ten key performance indicators (KPIs) in four categories (safety, physical, financial and environmental) and verified their practicality. Using the analytic network process (ANP) method to process the focus group’s responses yielded importance weightings for the KPIs and developed the intended evaluation model. This model was then validated by a case study. Findings From the empirical data collected, two types of FM performance data and two scenarios of KPI scores were identified. To process these data and scores, a robust calculation method was devised and then proved useful in obtaining an overall score for holistic hospital FM performance. The case study confirmed the appropriateness and validity of the model developed. Research limitations/implications Through illustrating how the ANP method could be applied to develop an FM performance evaluation model, the study contributes knowledge to the multi-criteria decision-making domain. Despite the geographical limitation of the model established (i.e. centered around a group of hospitals investigated in Hong Kong), the study can serve as a reference for developing performance evaluation models for other buildings or infrastructures globally. Practical implications The model constitutes a practical tool for evaluating the FM performance of hospitals. Using this model on a regular basis will enable performance benchmarking and hence, continuous improvement of FM services. Originality/value The ANP model established is the first of its kind tailored for evaluation of hospital FM performance.

A framework for facilities management supply chain performance evaluation: case study of hotel buildings

Purpose The performance of the facilities management supply chain (FMSC) in the hotel sector is challenged by the diverse nature of parties involved, their relationships and the flows of services and products. Although performance measurement systems have been endorsed by researchers worldwide as a mechanism to evaluate and improve performance, there seems lack of mechanisms to evaluate the FMSC performance in hotels. Hence, this paper aims to develop a framework that would enable to evaluate FMSC performance in hotels. Design/methodology/approach A case study strategy was used, where 3 five-star hotels in Sri Lanka were studied for the purpose. The data was collected through semi-structured interviews conducted with 21 professionals involved in FMSC and through document reviews. A content analysis was performed and the framework was developed. This was validated with 3 subject matter experts in the field. Findings The study findings revealed that the FMSC process is different from manufacturing and service supply chain (SC) processes as it comprises both product and service elements and incorporates internal, as well as external customers. The developed FMSC process comprises seven sub-processes as follows: delivery of products, delivery of services, sourcing, make/fulfil, delivery of FM services and products, receipt of FM services and receipt of products by customers. Based on the derived FMSC process and the key activities, 38 key performance indicators were developed and used in the framework to evaluate the performance of FMSC. Originality/value The developed performance evaluation framework is expected to facilitate performance measurement of the SC and enhance its performance. Further, it would enhance cooperation among FMSC partners and assist in achieving FMSC excellence.

Prediction of Intensive Care Cases for COVID-19 Pandemic in Malaysia: An Artificial Neural Networks Approach

Coronavirus 2019 (COVID-19) pandemic in Malaysia is a part of the ongoing worldwide pandemic. The emergence of COVID-19 has led to high demand for intensive care services worldwide. However, the severity of COVID-19 patients that need intensive care unit (ICU) treatments requires details investigation. This study aims to predict the number of ICU cases due to COVID-19 disease in Malaysia. The prediction was done based on the data related to new, recovered, and treated cases which were collected from the website of the Ministry of Health Malaysia started from April until August 2020. Artificial Neural Networks Multilayers Perceptron Backpropagation (ANN-MLP-BPP) model was developed for predicting ICU cases based on the usage of the real set of data. The ANN-MLP-BPP model was validated by splitting the data into 80% for training and 20% for testing. The results show that with the increase in the number of undertreated cases, the number of predicted ICU will also be increased. The predicted ICU admission is almost equivalent to a 1 percent increment of the number of cases undertreated. These findings may help the frontline physicians in planning and handling the facilities management during the COVID-19 pandemic situation in the future.

Soft skills requirements in e-complaint project team to support facilities management at Malaysian polytechnics

PurposeIn the context of the study, soft skill means identifying efficient and effective approaches for improving operation and maintenance (O&M) processes in facilities management and extending the management of building facilities and infrastructure. Applying the concept of soft skill to the O&M processes of facilities management at polytechnics in Malaysia, the paper aims to identify problems with conventional working practices in this area and to recommend potential solutions.Design/methodology/approachThe paper reviews evidence that conventional working methods generate significant problems related to paper-based forms, improper database management and flawed decision-making processes.FindingsThe paper finds that the application of the concept of soft skill reveals the need for more sophisticated management solutions in the O&M processes of facilities management.Originality/valueThe concept of soft skill will guide future improvements and developments in maintenance management systems (MMS) to fulfil requirements in this area.

Clinical data management A Review of Current Practice in Australia

The practice of clinical data management (CDM) in Australia has seen and continues to experience tremendous growth. As such, this article reviews the current practice of CDM in Australia. The article addresses the history of the profession and provides insight into the difference between the sectors, the evolving role, ongoing requirements for training and education, and an overview of the regulations and how these impact the Australian CDM landscape. Current practice of CDM in Australia differs considerably between industry, academic, and non-profit sectors though the uniform regulatory requirements are provided nationwide. This has raised challenges for mostly academic, non-profit, and small-scale trials which are more likely to lack access to resources, facilities, management, and funding. Australian clinical data managers are required to have formal skills related to data, technology, security, and project management, though they are also expected to operate at the highest levels of excellence across all areas of their diverse roles. It is only in recent years that CDM has evolved to a stronger focus on data quality. Regardless of these challenges, clinical data managers have played, and continue to play, a key role in Australian biomedical research. They have provided guidance on data collection, processing, and management procedures to ensure that studies achieve high quality outcomes. However, more research is needed to develop specific CDM training courses to help Australian clinical data managers to meet a standard of knowledge, education, and experience to be officially recognised as a profession.

Connecting Reservoir, Wells, Facilities Management, HSEE to Accelerate Data Driven Value: Digital Fields Expansion

Abstract Oil & gas industry player have always been big investors in advancement of technology, especially in the direction of extracting additional petroleum to address the production decline. In the spirit of automation, PETRONAS has various automated technical workflows that tackles different types of challenges and purposes. The operational, technical and engineering aspects of increasing production and effectiveness of execution are built upon these processes related to automation of data sources as well as systems integration. With the recent challenge that forced the employees to work remotely, it is now more important than ever to ensure that the Digital Fields (DF) solution can cater for more information and to transform the way of working. Linking distant teams to work together on the same platform to resolve production related issues, centralized monitoring and diagnostics is key to this transformation. Workflows can enable organizational vision since having the right type of information available in a visualization environment that provides actionable insights to the right "persona" across different domains and teams accelerates production increases and decreases the production decline at brown fields. The success of this is linked with working together with the Reservoir, Wells and Facilities Management (RWFM) team to ensure the critical information are captured. The improved synergy between offshore and onshore staff due to the shared operations visualization supports further analysis and decision making irrespective of their location. Providing the "persona" with the relevant production and other related data in a modern analytical platform allows them to concentrate on production optimization rather than the data gathering aspect of the traditional method. PETRONAS has considerable experience in developing automated digital oilfield workflow solutions and extending Digital Fields capabilities with greater coverage of other systems such as Health, Safety, and Environment (HSE) and topside facility management is part of the current and future roadmap. In this paper, we will describe the journey taken by PETRONAS Upstream Digital in extending the Digital Fields capability, and how the effort in digital transformation has helped in unlocking greater value in the daily operation.

Survival Analysis and Predictive Maintenance Models for non-sensored Assets in Facilities Management

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Good Essay About Sports Facility Management

Type of paper: Essay

Topic: Management , Sports , Al , Aliens , Safety , Sport , Sports Management , Venue

Words: 1800

Published: 03/30/2023

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Sports facility refers to places and things necessary in doing sports as it involves a variety of risks related to safety. It is necessary for various types of sports such as cricket, football, baseball, etc. The most common sport in the world is football that is being watched by a large number of audiences, so there is a lot of crowd at the place where it organizes the event. The management of a football ground is a critical and challenging task for the organizer. The organizer of sports (especially football) is entitled to ensure safety and other measures before executing the plan of a sports event. It shows that operation management is important in this venue. In the globalization, sports are not limited to few games or physical activities as more audiences and participants are involved in this activity. However, the management of football is also essential for other sports that are also popular in the modern era. The management of sports requires reviewing the components that are essential for running this venue. The main components of sports facility operation management are described below.

Pre-management Challenges

It relates to the start-up of a new venue that is financing and construction issues that arise at the beginning of any business. Sports management requires a place or ground in which various facilities will be provided to participants to compete and provide entertainment. In fact, it is the major challenge that should be properly reviewed and managed by the management before it plans to open such business. It describes as what and how to arrange all the things before starting a new venue (Hoye et al., 2015).

Implementation of Various Operations

It refers to the implementation of different operational activities such as fulfillment of legal requirements, financial management, human resource management, etc. It also includes acquisition and utilization of various resources that will be used in this venue. Sports managers should implement strategies and policies for a smooth move in this venue and ensures that all operations have a direction in which it has to move on (Sulayem et al., 2013).

Ancillary Management Challenges

It refers to the planning of the overall operations of sports including risks assessment strategies. As safety is the major component in sports management, managers pay special attention to facilitating participants and audiences. In fact, safety has become important for any sports management where management focuses on implementing security systems, rescuing in the case of emergency, and the use of technology to monitor the overall place where sports is going on. All these processes need planning that can reduce the effort of managers, and an automatic system can provide effective outcomes (Mullin et al., 2014). It is also the main components in sports operation management where the performance of employees needs to be regularly assessed to avoid any difficulty in maintaining all operations. Regular checks and balances enable the management to bring change in the existing pathway or technique to obtain the desired results. The arrangement is crucial for sports management where there are two beneficiaries, audiences, and participants (Thompson et al., 2015).

Health and Safety in Sports Facility

Sports facility is a type of venue in which risk is the dominant element and managers are entitled to mitigate it by making effective and strict policies that ensure safety and security. Some adopted policies and strategies are discussed below in detail.

Key Health and Safety Legislations in the UK

The concerned institution for ensuring health and safety measures in the UK is Health and Safety at Work etc. Act, 1974. The key legislations that are related to health and safety in sports management are.

Employers are required to carry out risks assessments (hiring professionals)

Machinery and Equipment should be safe. (High-Quality Machines) Facilities like heating, lighting, seating, etc. should be safely provided to users. (Arrangements)

First aid requirements must be fulfilled. (Emergency)

Training to employees is also essential. (Training) Gas and electricity safety is mandatory. (Precautionary Measures) All the above legislations are made for the safety of users including employees, participants, and audiences. It is necessary to determine how these legislations can ensure high safety for users. To clarify the importance of legislation, they are evident from the various literature that is discussed below. 1. Hiring Professionals Thompson et al. (2015) highlight that professionalism is required in every field, so sports management also requires professionals who are an expert in performing their delegated tasks efficiently. In fact, it is the duty of the management to hire experienced employees who can assess various safety and security risks and try to mitigate it (Thompson et al., 2015). Hoye et al. (2015) also supports the claim and identified that sports management solely depends on high-quality equipment and professional managers who are experts in reducing the threats related to this nature of business (Hoye et al., 2015). Mullin et al. (2014) further illustrate that it is the sole responsibility of the management to provide safety measures to users to avoid any critical situation that may arise during the execution of specific tasks (Mullin et al., 2014) 2. High-Quality Machines and Equipment McGuine et al. state that the equipment is extensively used in this venue, so it is the implied and express obligation of sports manager to repair or change the equipment that becomes old (McGuine et al., 2014). Hoye et al. (2015) also illustrate that equipment and machines should regularly check whether they are performing according to the expectations (Hoye et al., 2015). The mismanagement in this area may result in two issues that are.

• Participants may not perform according to expectation, and there would be no entertainment.

• Another important drawback may arise if a participant gets injured that would be a dangerous situation. 3. Arrangements Arrangements of lighting, heating, and seating are the core responsibilities of a sports manager. Byers (2015) highlights that sports manager should check and inspect all the things are set according to the priorities of users. Also, a team should be ready to counter any problem that may arise during performances of participants without disturbing audiences (Byers, 2015). Hoye et al. (2015) also state that management work should be done before the programs and all measures must be taken to provide high-quality facilities to all users. Lack of arrangement may result in the disturbance during the program or event that may result in the loss of entertainment for users (Hoye et al., 2015). 4. Emergency Shilbury & Ferkins (2015) state it is the most important factor in every business management in which the management avoids unusual circumstances through their protective measures. The management should set all the things in a way that there should be a space to move freely in case of emergency (Shilbury & Ferkins, 2015). Harmon et al. (2013) also explain that the geographic structure of the place should be set in a way that it may be utilized to evacuate the public on right time, and there should be no injury or death. It is also known as emergency management that is the priority of every ground or event to maintain peace (Harmon et al., 2013). 5. Training Sulayem et al. (2013) explain that sports management is a critical process in which professionals are required to perform overall operations so there is a need for training of employees who can deliver their best to the organization (Sulayem et al., 2013). Cunningham et al. (2015) also explain that there is a need to train employees working in sports venue so that a manager can obtain what is expected from them. The employee training is necessary that enhance their skills and abilities to deal with any critical situation efficiently. The teamwork is essential in this management where everyone is assigned to do specific tasks. They should be provided effective training to increase the overall performance of an organization (Cunningham et al., 2015). Moreover, they are entitled to provide safety to all that is participants and users so their training should be strictly provided to avoid any difficulty in future. 6. Precautionary Measures Pedersen & Thibault (2014) explain that where there is a big ground, there is a big risk of sparks or fire in it. The overall system of the ground should be properly checked and maintained according to the requirements of safety (Pedersen & Thibault, 2014). Sulayem et al. (2013) state that before the day of performance, management is required to check that electricity and gas are properly working, and there is no disturbance that can create hurdles during the program (Sulayem et al., 2013). Sports management is a big responsibility in which the organizer or manager is entitled to ensure high safety that is the main reason why various legislations are made to control and manage this. Due to high risks, a highly skilled Manager is required who has effective leadership qualities and delegate responsibilities to other who are well trained. It is difficult to manage the crowd during performances, and it is the implied and expressed obligation of the management to ensure safety. The legislations and their relevance for the safety of users are discussed in the paper to highlight the importance of safety and security in its management. These legislations are strict policies for the sports management that should be properly followed by sports managers to avoid any difficulty in future. In short, all these measures can be taken before the performance is carried out.

List of References

Byers, D.T., 2015. Contemporary Issues in Sport Management: A Critical Introduction. New York: SAGE. Cunningham, G.B., Fink, J.S. & Doherty, A., 2015. Routledge Handbook of Theory in Sport Management. London: Routledge. Harmon, K.G. et al., 2013. American Medical Society for Sports Medicine position statement: concussion in sport. British Journal of Sports Medicine, 47(1), pp.15-26. Hoye, R., Smith, A.C.T., Nicholson, M. & Stewart, B., 2015. Sport Management: Principles and Applications. London: Routledge. McGuine, T.A., Hetzel, S., McCrea, M. & Brooks, M.A., 2014. Protective Equipment and Player Characteristics Associated With the Incidence of Sport-Related Concussion in High School Football Players. The American Journal of Sports Medicine, 42(10), pp.2470-78. Mullin, B.J., Stephen, H. & William, S., 2014. Sport Marketing 4th Edition. New York: Human Kinetics. Pedersen, P.M. & Thibault, L., 2014. Contemporary Sport Management, 5E. New York: Human Kinetics. Shilbury, D. & Ferkins, L., 2015. Exploring the Utility of Collaborative Governance in a National Sport Organization. Journal of Sport Management, 29(1), pp.380-97. Sulayem, M.B., O'Connor, S. & Hassan, D., 2013. Sport Management in the Middle East: A Case Study Analysis. Lonson: Routledge. Thompson, A., Potrac, P. & Jones, R., 2015. ‘I found out the hard way’: micro-political workings in professional football. Sport, Education and Society, 20(1), pp.976-94.

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