TOPIC 1

MAINTENANCE
O RG A N I Z A T I O N
P A RT 1

Prepared by: Dr. Nurul Nadiah binti

Zainol
LECTURE
OUTLINES
PART 1:
• THE BASIC FUNCTION OF MANAGEMENT
• MAINTENANCE POLICIES
• ORGANIZATIONAL THEORIES AND
MANAGEMENT STRUCTURE
PART 2
• QUALITIES AND QUALIFICATION OF
MAINTENANCE STAFF
• MOTIVATION THEORIES

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THE BASIC FUNCTION OF
MANAGEMENT
 Preparation for
doing the work

Leading/
Planning Organizing Staffing Controlling Assessing
Motivating

Implementation
Planning: The preparatory step for actions - include forecasting, establishing
objectives, developing policies, and setting goals.

Organizing: Breaking a plan into activities, and allocating human and non-
human resources – e.g., structuring the functions and duties to be performed
Staffing: "Put the right man/woman on the right job" - HR management,
manpower requirements, qualifications, selection and placement, training,
career development, compensation, etc.
Leading: Influencing and guiding sub-ordinate for the achievement of
organizational goals which includes elements of supervision, motivation,
leadership and communication
Controlling: To ensure that actual results are consistent with planned results
and everything occurs in conformities with the standards.
Assessing: Good communication is required. As a result of constant changes
in the business environment, plans and policies are frequently revised and
compromises and adjustments are made. 5
MAINTENANCE POLICIES
 W H AT I S P O L I C Y ?

Guideline? Regulation? Direction?

Rules? Principles?

WHAT is to be done?
WHO is to do it and to WHOM it is to be done?
HOW it is to be done?
 Building Maintenance Policy is a written document
and provides a management framework to the
maintenance personnel to determine appropriate
maintenance strategy and standards.
FORMULATING MAINTENANCE
ESSENTIAL ELEMENTS IN

Depends
Choice of Defining on Allocation of
maintenance maintenance maintenance
strategy standard With resources
POLICY

consideration
of
Planned Unplanned Building
maintenance maintenance Tenants Technical
characteristic

Administrative Political factor

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 Lee and Scott (2009). Overview of maintenance strategy, acceptable maintenance standard, and resources
from a building maintenance operation perspective. Journal of Building Appraisal, Vol. 4, pp. 269–278

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 COMPONENTS OF
MAINTENANCE POLICY
The life The standard to
The length of time
requirements of the which the building
for maintaining for
buildings and their and its services are
their present use.
fittings and services. to be maintained.

The reaction time

The legal and
required between a
statutory
defect occurring and
requirements shall
a repair being
also be considered.
carried out.
Presentation title Lee and Scott11
(2009).
 MAINTENANCE
POLICY
FORMULATION

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 AIMS OF MAINTENANCE
POLICY

SAFE CONDITION NO MAJOR COST QUALITY &

BREAKDOWN COMPETITIVE
Ensure that
ADVANTAGE
buildings/facilities are To ensure there is no Costs are always
loss of inventory or controlled. Maintain the value of
always in safe, reliable
market share for physical assets and
condition, fit for use,
companies. quality.
and comply with
statutory requirements.

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MAINTENANCE POLICY
ISSUES
RESOURCE PERFORMANCE EXECUTION OF COMMUNICATION
ALLOCATION REQUIREMENT WORK WITHIN
ORGANIZATION
The proportion of Performance level, How maintenance The maintenance
resources that will be maintenance work is to be department should
allocated to building expectation. E.g., executed? Who and have a relationship
maintenance will have response time and when to execute the and communicate
to be determined in a budget. work? with other
competitive departments within
environment. the organization.

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 O RG A N I S A T I O N A L T H E O R I E S
A N D M A N A G E M E N T S T RU C T U R E
Organizing is the beginning process that makes a group
of people arrange resources and work together to
achieve goals and objectives.

Characterized by task assignments, workflow, reporting

relationships, and communication channels that link
together the work of diverse individuals and groups.
 ORG ANIZATIONAL
CULTURE

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• Power radiates from a few individuals – only they are
authorized to take a decision.
• Found in an entrepreneurial organization or small
business.
• Short line of communication.

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 • Employees feel that they are more important than
their organization.
• Steady work of a unique nature.
• Business full of people with similar training,
background, and expertise.
• Success depends on retaining key personnel.

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 • People have clearly delegated authority within a
highly defined structure.
• Hierarchical bureaucracy.
• Power drives from a person’s position.
• Slow decision-making process.

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 • Teams are formed to solve particular problems.
• Power drives from expertise.
• Tends to be high-paced work of a unique or complex
nature.

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 ORG ANIZATION
STRUCTURE
• Group of people who work together to achieve a
common goal (depend on strategies and objective)

• Defines how tasks or activities are divided , grouped and

coordinated

• Information flows between the different levels of

management

• Represent in an organization chart (hierarchical

arrangement) which a box and lines illustration is showing
the formal line of authority and the organization’s official
positions
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 T y p e s o f o rg a n i z at i o n a l
s t ru c t u r e
Vertical/ Horizontal/
Centralized Decentralized

One point of authority to • Consists of few hierarchal

make decisions when levels - often rely on the
vision and objective use of cross-functional
organisation are teams
transmitted from leader • Employees across lines
(top management) flows work together in teams
to the team workers. and everyone clearly
understand their duties,
and sharing knowledge ,
with everyone on the team
having input.
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 Advantages Disadvantages

Vertical • All employees know and • Slow decision making because

understand their roles and there are multiple layers to filter
responsibilities - can any issues.
increase productivity. • Employees at the bottom feel
• Motivate workers to seek less valued
management positions,
which often results in them
working efficiently to
achieve performance
standards.
Horizontal • Employees are free to • Without managerial authority,
make important decisions. employees may have a hard time
• This empowerment can achieving consensus when
boost morale and working in teams
motivation and spur
creativity in your workers.
• Fasa decision making
because there are no
barriers between workers
and executives.
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MAINTENANCE
org anization

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• A maintenance organization and its position in the
plant/whole organization is heavily impacted by the
following factor
Organizational
Size &
Type of objectives/
structure of
business policy/
organization
requirement

Range of
Culture of the responsibilities
organization assigned to
maintenance

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RESPONSIBILITIES
O F M A I N T E NA N C E
D E PA RT M E N T
Keeping assets and equipment in good condition, well
configured and safe to perform their intended functions.

Perform all maintenance activities in an efficient and

effective manner.

Conserve and control the use of spare parts and material.

Commission new plants and plant expansions.

Operate utilities and conserve energy.

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 Key components of MAINTENANCE
m a n a g e m e n t s t ru c t u r e
1. Task definition (Job specification): Refers to how
tasks are allocated communication style and about
how messages or communication were occurred
throughout an organization).
2. Formalizationn: The degree to which jobs and
procedures within the organization are standardized
using written descriptions.
3. Type of Influence: The influencing techniques used
by management based on their knowledge and/or
expertise to direct and motivate staff to achieve the
desired goal.
 Key components of MAINTENANCE
m a n a g e m e n t s t ru c t u r e
4. Centralization vs decentralization: The degree to which
decision-making is concentrated either in a single point in
the organization, such as top management, or whether
employees are empowered to make decisions).
5. Complexity: This relates to the degree to which jobs are
formally defined with specific, well-defined tasks (Horizontal
differentiation, Vertical differentiation, and Spatial
differentiation).
6. Co-ordination: This is the process of integrating the
objective and activities of the separate units of an
organization in order to achieve organizational goals and
efficiency
 M A I N T E N A N C E M A NAG E m e n t
s t ru c t u r e
1. FUNCTIONAL STRUCTURE
The maintenance organization is divided into segments based on
the functions when managing a property.

E.g.,
Sector/
department/
work
function.

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 M A I N T E N A N C E M A NAG E m e n t
s t ru c t u r e
2. DIVISIONAL STRUCTURE
The departments are assigned to specific areas or units. Each
division is equipped with its own resources in order to function
independently.

E.g.,
Division/
section/ area.

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 Effective MAINTENANCE
management structure
• Roles and responsibilities are clearly defined;
• The organization puts maintenance in the right place in the
organization;
• Flow of information is both from top-down and bottom-up;
• Span of control is effective and supported by well trained personnel;
• Maintenance work is effectively controlled;
• Continuous improvement is built into the structure;
• Maintenance costs are minimized;
• Motivation and organization culture.
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 THANK
YOU

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