Management of Real Estate – Opinion/theoretical analysis of Corporate Real Estate Workplace Strategy
Purpose
The Corona virus pandemic has shown us that it is possible for businesses to operate without the use of their offices (Veldhuizen et. al. 2021).
This has resulted in Corporate Real Estate (CRE) managers being thrust into the limelight, focusing on managing the closing and gradual, phased reopening of work environments around the world (CBRE 2021). CBRE (2021) further discuss that as the world learns how to adapt, the implications for corporations, their employees, and the environments in which they work promise to be nothing short of
transformational.
Corporate Real Estate managers therefore are in a unique position to completely change the way that they think of, and provide, workplace strategies. Given the uncertainty surrounding the current environment, planning future real estate and workplace solutions requires organisations to be highly flexible, not only in the way they respond as an organisation to economic, social, and technological changes, but also in the capacity of their physical environment to respond to those changes.
References:
CBRE 2021, ‘The Transformation of Corporate Real Estate in the Age of COVID-19’ retrieved July 7 2021,
https://www.cbre.com/thewayforward/the-future-of-cre-service-delivery-transforming-the-cre-agenda?article=%7Be5c5eba8-804b-41c3-a2a7-062a236210a8%7D
Veldhuizen, J, Platier, M & van Ussel, J 2021, ‘Corporate Real Estate and the COVID-19 mind trap’, Deloitte,
retrieved July 7 2021, https://www2.deloitte.com/nl/nl/pages/real-estate/articles/corporate-real-estate- and-the-covid-19-mind-trap.html
Specific Requirements
This task has been developed to address the changing focus on the management of people and their working behavior – from a traditional way of working towards new ways of working.
This assessment task requires you to write an opinion/theoretical report that analyses how implementation of flexible working arrangements and the corresponding changes to human resource practices highlights the increasing importance of establishing the right amount and type of organisational structure, space and alignment with an organisations corporate real estate strategy.
The approach to complete this task is to be conducted from the desktop. There is no requirement to physically inspect an organisation or contact a Corporate Real Estate manager to complete this assessment task.
Report Guidance
Listed below are suggested points to help you consider for your report. You may choose to focus on one of the points or if you wish to develop your own on how modern workplace strategies align with an organisation strategic CRE approach you may do so.
Alternatively, you may choose to focus on one or two points below, combine multiple points as an opinion piece or focus on all the points. The decision is entirely up to you but be aware of the word limit. Points of consideration
How does the physical workplace align with a business strategy and corporate culture where organisations seek to increase productivity and revenue while minimizing costs and improving employee retention? Discuss.
* Does an organisation need to make changes in their workspace and technology to the way people work? If so, why? If not, why not? * What are the values and skills that an organisation has in relation to their corporate workplace
strategy?
How does demographics of the work force in an organisation impact on its ability to optimize workplace strategies to improve their underlying financial position? Discuss in depth.
* What, if any, is the correlation between a productive workforce and increased revenue?
* What may be employees’ reactions to the physical changes in the work environment? * What are the factors to develop a flexible workplace strategy that aligns with CRE strategies?
How does individual work styles, culture, management, participation, and communication play in managing and changing working behavior and aligning these with overall corporate strategies to improve the corporate real estate function in an organisation?
*What, if any, is the impact of external changes beyond the organisation such as technological changes, competition, and consumer behaviour? Explain fully.
Organisations and CRE managers should take the view that a comfortable working environment with high quality technology which is understandable and flexible, workstations which can be pre- booked and a selection of working places – such as social, quiet, confidential video-conferencing – may provide staff with a productive environment.
Add to this a high quality building which is well serviced and maintained may produce an efficient and effective environment conducive to improved staff productivity. Do you/do not agree with this statement? Provide your analysis/opinion using sufficient CRE theory and research analysis.
What are your recommendations, if any, on how organisations should develop workplace strategies in the modern world of business?
Structure You are required to follow a report structure for the assessment task that is based on your own opinion you
have researched and analysed. Include and reference as much academic theory as possible to answer/formulate your opinion. The report is to contain the following:
• Cover page
• Contents
• Executive Summary
• Body of Report – Opinion/theoretical analysis on topic using CRE theory
• Any recommendations to improve corporate workplace strategies in the modern workplace
• Conclusion
• References
• Appendix (if applicable)
More information regarding report writing can be found at this link:
http://www.deakin.edu.au/students/studying/study-support/academic-skills/report-writing Learning Outcomes
This task allows you to demonstrate achievement towards the unit learning outcomes.
The ULOs are aligned with specific graduate learning outcomes – that is, the skills and knowledge graduates are expected to have upon completion of their studies – and this assessment task is an important tool in determining achievement of those outcomes. If you do not demonstrate achievement of the unit learning outcomes, you will not be successful in this unit. It is good practice to familiarise yourself with the ULOs and GLOs as they provide guidance on the knowledge, understanding and skills you’re expected to demonstrate upon completion of the unit. In this way they can be used to guide your study.
Unit Learning Outcomes (ULO) Graduate Learning Outcomes (GLO)
ULO 1: Compare and contrast the rules, regulations and legislation as it applies to the property management profession
GLO 1: Discipline-specific knowledge and capabilities appropriate to the level of study related to a discipline or profession.
ULO 2: Analyse the impact of property management activities on the investment objectives of clients in relation to the letting, management and termination of property leases.
GLO 5: Creating solutions to authentic (real world and ill-defined) problems
ULO 3: Critically analyse the ethical and professional behaviour of property managers when considering the competing demands of different stakeholders to propose viable solutions.
