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FM application in the hospitality sector (2002)

Okoroh, M.I. ; Jones, C. ; Ilozor, B.D.

Bingley : Emerald

Facilities 20 (2002), S. 239-250

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ISSN: 0263-2772

Source: Emerald Fulltext Archive Database 1994-2005

Topics: Architecture, Civil Engineering, Surveying

Notes: When applied to hotels, the terms "facilities management" and "hotel management" are in many ways synonymous. Certainly effective management of the physical aspects in the hotel business is essential for maximum efficiency. This paper presents a research into facilities management operations in medium sized hotels (11-50 rooms) in the UK. Medium sized hotels were selected for this research, since 90 per cent of UK hotels have fewer than 50 bedrooms. The key objective is to establish any trends that suggest a relationship between the application of facilities management techniques and the success of hotel businesses. Financial measures were not identified as being of critical importance and there seemed to be more of an interest in cost reduction than in income growth.

Type of Medium: Electronic Resource

URL: http://dx.doi.org/10.1108/02632770210435152

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The Attitudes of British National Health Service Managers and Clinicians Towards the Introduction of Benchmarking (2002)

Jones, C. S.

Oxford, UK and Boston, USA : Blackwell Publishers

Financial accountability and management 18 (2002), S. 0

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ISSN: 1468-0408

Source: Blackwell Publishing Journal Backfiles 1879-2005

Topics: Economics

Notes: This paper describes an empirical study, conducted in three acute hospitals, of the attitudes of central managers, medical managers and clinicians towards the adoption of benchmarking. Benchmarking was portrayed in The New NHS White Paper (1997) as an important means of improving efficiency over the next decade. The present paper examines the context of change and nature of benchmarking. Findings are presented in seven sections including: the understanding which respondents had of benchmarking; their willingness to be involved in benchmarking; the existence of strategies and policies for implementing benchmarking; the relevance of existing costing information; and the role of networks in facilitating benchmarking. The study concludes that the process of change adopted contradicted most of the factors associated with creating receptivity to change. Also, that the publication of the National Reference Costs seemed to have more relevance to resource planning at central National Health Service Management Executive level, than to effecting improvements at operational level in acute hospitals.