FMP - Leadership and Strategy Essentials - Part 01

  1. Balanced scorecard
    A long-term strategy implementation tool developed by Kaplan and Norton that guides staff by providing measurable goals and feedback.
  2. Benchmarking
    A method of comparing performance of commodities or services against comparable practices of other organizations or industries.
  3. Best practices
    Techniques, approaches, or methods of conducting business in a manner that has been widely recognized by peers and the industry as generally being the most effective and consistently provides the desired results.
  4. Bubble diagram
    An adjacency diagram that illustrates primary and secondary adjacencies between major work groups or departments.
  5. Chain of command
    The number of reporting authority levels between a given job position and the top authority level in the sequence.
  6. Change management
    A process that involves defining, refining, and implementing plans for changes. It emphasizes overcoming stakeholder and bureaucratic resistance through coordinated communications and stakeholder involvement.
  7. Client profiles/Business unit goals
    Client profiles or business unit goals are summaries of the strategic objectives and requirements, mission, vision, and goals for each business unit within the organization or of each client if the FM organization is an external service provider.
  8. Continual improvement
    A philosophy that emphasizes empowering all team members to seek root causes of problems and recommend small incremental improvements in quality, efficiency, and effectiveness wherever and whenever they are found.
  9. Controlling
    The use of position power to provide a directing or restraining influence over people and inputs, processes, or outputs by observing, measuring, or verifying them through evidence or experiment.
  10. Corporate social responsibility (CSR)
    policy / Corporate citizenship policy
    A form of organizational self-regulation that integrates the interests of the community and environment into the organization’s business model and extends its bottom line beyond a sole interest in profits.
  11. Customer relationship management
    A business technique that puts the customer first.
  12. Delegation
    A management decision to give employees/contractors full responsibility for planning and execution of a task.
  13. Derived requirements
    Requirements resulting from the analysis of other requirements.
  14. Empowerment
    A management decision to give employees/contractors a limited amount of “decision rights” or authority to make decisions and take actions within their areas of expertise without needing prior approval.
  15. Environmental scanning
    A systematic process of collecting and analyzing external data on market forces, competitor prices and offerings, labor pools, demographic changes, new laws, taxes, and regulations, technology, changing client needs, political or social upheavals, and economic conditions.
  16. External risk
    The chance that uncertain future events outside the direct control of the organization could cause monetary, productivity, profit margin, or market share losses.
  17. Extrinsic rewards
    Benefits given out by managers or other sources based on degree of success or general positive qualities.
  18. Facilities audit/Service audit
    Thorough, periodic reviews that encompass all of the services and assets within a facility.
  19. Facilities Register / Asset inventory / 
    Asset list / Facilities portfolio
    A comprehensive list of the organization’s facility assets including buildings, grounds, infrastructure, equipment, and furniture.
  20. Facility management (FM)
    The practice of coordinating the physical workplace with the people and work of the organization.
  21. Facility master plan / Master plan / real
    estate master plan / Campus plan
    A detailed long- or mid-term set of specifications and schedule for implementing elements of a strategic facility plan.
  22. Functional / structural model
    A traditional hierarchical organizational structure model that contains specialized functions and uses line management to produce a vertical chain of command for each function.
  23. Functions
    The particular job positions, activities, and roles that an organization performs.
  24. Influence
    The ability to affect the actions, opinions, and decisions of others indirectly, rather than through the direct use of position power.
  25. Inspiration
    To enliven the thoughts, emotions, hopes, and actions of others so that they become motivated and enthusiastic to accomplish the goals set by the leader.
  26. Intrinsic rewards
    Inherent benefits of performing a job role or task successfully and do not require intervention by the manager or another source.
  27. Job enlargement
    A job-design approach that includes the horizontal loading of additional tasks, meaning that added tasks are similar in responsibility and effort.
  28. Job enrichment
    A job-design approach that includes a vertical loading of higher-order motivating factors into a job including responsibility, freedom, growth opportunities, recognition, and achievement.
  29. Job simplification
    A scientific job-design approach that emphasizes highly specified and directed work and is appropriate for routine tasks and workers with relatively low skills or confidence.
  30. Just-in-time (JIT)
    A philosophy that uses continual improvement to reduce manufacturing waste, minimize inventory, and get to zero defects.
  31. Leadership
    Guiding and directing others’ actions and decisions through one’s position power and personal influence.
  32. Lean
    A philosophy of minimizing time, assets, and human resources involved in production through simplification to keep only value added activities, training multi-skilled employees, and automation.
  33. Line management
    A vertical chain of command reporting relationship in which each management-subordinate relationship increases in specialization as it gets lower in the hierarchy.
  34. Macro programming
    The process of defining user needs at a high level and developing a strategic statement of requirements that reflects general space requirements per person and business unit but omits schedules or detailed analyses of specific spaces/services.
  35. Macro-level space forecasts
    Organization-wide forecasts that identify major strategic changes in space needs over the planning horizon.
  36. Management
    (1) the conduct of business to accomplish a goal by planning, organizing and staffing, leading, and directing and controlling an organization; (2) the judicious use and control of resources and subordinates to achieve business objectives.
Card Set
FMP - Leadership and Strategy Essentials - Part 01