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

Assignment Task

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)

ULO 1: Compare and contrast the rules, regulations and legislation as it applies to the property management 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.

Graduate Learning Outcomes (GLO)

GLO 1: Discipline-specific knowledge and capabilities

GLO 2: Problem-solving

Description

The Corona virus pandemic accelerated preexisting trends that shape how organisations understand locational needs and demand for amenities, space, and services (Buelow & Levine, 2021). This has resulted in Corporate Real Estate (CRE) managers being thrust into the limelight, focusing on managing the closing and phased reopening of work environments around the world (CBRE 2020). CBRE (2020) further discussesthat 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. Chiarella et al., (2022) argue that strategically located workplaces built for purpose and integrated into corporate cultures, operating models and strategies are more important than ever. Furthermore, Chiarella et al., (2022) posit that companies should cease viewing corporate real estate as a cost center and instead approach real estate as a source of competitive advantage.