Cleaning & Maintenance Management Online

Management Functions: Part Two

September 19, 2010
After the planning protocols are produced and documented, the directing, staffing, organizing, and controlling parts are adjusted to fit the procedures into the design for profit for the building that is being serviced.

It is a priority to ensure that the cleaning functions proceed exactly as outlined in the proposal to make sure the job is profitable.

Most employees are not charged with the responsibility for profit, but many times managers demand that employees understand the concepts of profit.

When we bid a project, it is management’s responsibility to outline how the bid was prepared and direct the staff to perform the procedures within those guidelines.

Leadership in the company must direct the line supervisors to staff the job appropriately, to organize the equipment purchasing and control the budget requirements to ensure that staff, equipment, and supplies do not exceed the job budget parameters.

I know this seems like a “no brainer” concept; however, I am always surprised at how many companies forget this preliminary process.

Without this map to profitability, we may turn responsibility for profit over to employees who have not been involved in the process before.

These people may fail to realize just how difficult it is to position the company to make sure the job produces more money than is spent to produce the revenue.

Managers plan, control, direct, organize and staff the four economic resources all companies use: Land, labor, capital and time.

Managers must use the company resources with great concern, especially the capital and time resources.

These resources are some of most difficult to obtain, and time is the only resource that is not renewable, so great attention must be paid to time.

Time is what we charge and pay for, so it must be controlled properly with parameters installed by managers.

Many times the managers assume that all employees understand profit motivation.

Or they assume that the employees will do their job of directing for them.

Without proper authority, employees may not follow the assigned leader or may rebel against the assigned leader.

Employees that find themselves in this tough position with their peer group do not flourish in this environment.

Many look to get out of the position of responsibility or find alternate employment.

If given the chance, many employees may find it easier to accept if we listen to their input on the bid proposal.

We must remember it is not part of the labor job description to direct how the company procedures are written, but it can be a big part of the process.

Direction is part of the overall vision the leaders have for the company; this vision needs to be communicated by directing line supervisors to use quality control as a process to control staff functions.

Using the line items from the bid package, with a supervisor checking off functions after they are completed, will keep quality high and a staff that understands managers will audit cleaning procedures to assure long term renewal of contracts.

Rest assured that it is understood managers have a difficult job using the management functions to produce revenue.

By helping them understand the manager’s responsibility, we draw a line of demarcation between management and labor that needs to be there.

Everyone needs to do the jobs they are assigned to keep the company running smoothly.


Dane Gregory is a business consultant and trainer specializing in working with companies in the professional cleaning industry. He currently trains technicians in the use of cleaning protocols for stone, tile, and masonry surfaces for IICRC Certification. He also presents a business opportunity for newcomers in the cleaning industry in the care of ceramic tile, stone and grout, with a full equipment and training package. He can be contacted at dane.gregory@charter.net or contacted at www.tilecarebusiness.com.