STRATEGIC MANAGEMENT

Strategic Management in Global Automobile Industry

Strategic Management in Global Automobile Industry

1 Introduction

Facilities management (FM) control and respect is facing a grave persona crisis. Price (2002) increased a alert on the fad-decay of the FM meme. In detail, Nutt (1999) has pointed out seven troubles of the FM control and respect, yet there is no significant enhancement so far. The first difficulty is that FM functions in “an ever broadening and ill-defined sphere of activity”. For example, IFMA (2005) grouped the responsibilities of FM into eight foremost purposes and Chotipanich (2004) provided a diversified-scope-of-FM services, which is composed of nine assemblies and 61 services. They disperse across the disciplines of strategic administration, construction technology, building procurement, economic and accounting, telecommunication, human resources, etc. Since it is unrealistic for one to be competent in all these multi-disciplinary and multi-professional localities, FM loses its focus and identity. Nutt (2000) argued that the need of a exclusive knowledge groundwork is the origin of the persona crisis. However, he did not propose a solution.

McLennan (2000), on the other hand, contended that FM stands at a potentially mighty position because FM has “the knowledge of personal amenities performance with the information of enterprise objectives, operations and support services.” This argument is furthermore not convincing because the knowledge of physical amenities technical presentation is the characteristic knowledge-base of construction professionals and not belong to FM. At least, it does not pattern part of administration knowledge. This paper thus places forward a innovative conceptual structure which recognises the unique pillars of FM which differentiates it from classical administration ideas and task administration theory. It paves a road to set up a characteristic knowledge-base of FM which supports it as an one-by-one administration discipline.

Before putting ahead my argument, the usual definitions of the three administration disciplines are provided as follows:

Facilities administration is the perform of coordinating the personal workplace with the persons and the work process of the organization; integrates the values of enterprise management, architecture, and the behavioral and technology sciences (International amenities administration Association, 2007).

Strategic administration is the art and science of formulating, implementing and assessing cross-functional conclusions that will enable an association to accomplish its objectives (David, 1989).

Project administration is the submission of knowledge, abilities, devices and methods to task undertakings to meet task obligations, where a task is a provisional endeavor with a finite culmination date undertaken to conceive a exclusive product or service (Project Management organisation, 2008).

As shown in the above delineations and detailed in the following parts 2 and 3, which are reconsiders of the literatures in the seek of persona of FM and a short overview on the evolution of the classical administration theories, institutional economics ideas and the task management ideas, most of the management theories are evolved on the assumption of the existence of a subject organization (firm), but task management is not. This paper argues that FM is a hybrid of strategic administration and task administration, part 4 then evolves a conceptual framework integrating the three administration regimes by ...