一个物业管理者可以管理多少物业【外文翻译】.doc

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1、本科毕业设计（论文）外 文 翻 译原文：How Many Properties Can a Property Manager Manage ?The oldest question in the real estate management profession is, How many properties can a property manager manage ? The answer has always been, Well ,it depends. Executive property managers often use their intuition to determine

2、 when a property manager has reached the maximum number of properties he or she can manage. However, quantifying the number of properties a property manager can manage can be achieved methodically.METHOD TO THE MADNESSCalculating the number of properties a manager can manage first requires evaluatin

3、g the operations of a company and then rating the management activities of each property. To achieve this, companies should develop a point system taking such factors into consideration.To develop a point system, the executive property manager must first determine a set of criteria used to evaluate

4、the companys management philosophy, how its operations work and the experience of its property managers. Each property should then be assigned a score based on its management activities as they relate to the determined criteria.Companies also need to establish a range of points each property manager

5、 should be able to handle. They can then assign managers properties with a total point score within that range. Ultimately, the final determination of the number of properties a property manager can manage combines the objectivity of the evaluation process and the executive property managers intuiti

6、ve understanding of how his or her company and managers operate.This process can be used to evaluate a variety of commercial and residential property types. An evaluation form can easily be developed for any property type or a portfolio of mixed-property types.INVARIABLY COMPLEXTo accurately assess

7、a company, five variables should be taken into account. Each of the variables is used to determine how the property management company operates, which then forms the base for the range of property points within a portfolio that a typical property manager could manage.The first variable to consider w

8、hen assessing a company is whether a property management company or division is managing properties owned by the firm or its parent company-known as in-house managementor whether the firm is providing third-party management services. Generally, managing in-house properties is easier than managing th

9、ird-party properties: In-house management has one client with one set of goals and objectives, one accounting system, one set of reporting requirements and uses one property management software program. Firms providing third-party management services, however, have multiple clients with different go

10、als and objectives, more reporting requirements, multiple required software programs, and the list goes on.As a result, property managers working for firms managing their own properties should be able to manage more properties or be assigned a higher number of property points than property managers

11、working for third-party property management firms.Another variable to consider when assessing a company is its operations. The firm should take a close look at its administrative and accounting support, the supervision and resources available to its property managers and additional duties assigned t

12、o property managers.Some firms assign accounting responsibilities like calculating the commercial tenants prorata share of pass-through charges, year-end reconciliations and percentage rent adjustments to their property managers. Other firms believe their accounting personnel can more efficiently an

13、d accurately perform these calculations and would rather have their property managers in the field managing their properties.Property managers who are lacking or sharing administrative assistants, or who are assigned additional duties like leasing, accounting tasks and tenant improvement supervision

14、, will have less time to manage properties. If this is the case they should be assigned fewer properties to manage. Even so, the income from transactions and tenant improvement supervision often far exceeds the income generated by assigning one or two more properties to a property managers portfolio

15、.The level of service provided by the property management firm is also an important variable that should be analyzed. All property owners do not need the same level of service. Institution owners require a higher level of service than local owners who visit their property regularly and do not need s

16、ophisticated accounting reports. In fact, the local owner will prefer to pay a lower fee for a lower level of service.The final variable companies should take into account while doing their assessment is the experience and capabilities of their property managers. Experienced property managers can ma

17、nage a larger or more challenging portfolio than a neophyte. Firms should develop two ranges of points their property managers can manage, one for the experienced manager and the other for the entry level property managers. The work habits and efficiency of the property manager will also determine t

18、he number of properties he or she can manage. Does the property manager have transaction experience leasing, refinancing or selling properties? Can the property manager supervise or coordinate tenant improvements? These and other skills will determine which properties and the number of properties a

19、property manager can manage.ANALYZE THISAfter assessing the management company, a rating system is then developed for each property and its management activities. Each property management activity and the propertys location are assigned a number and they are totaled for a propertys score.When develo

20、ping the points for each propertys management activity , the executive property manager considers a whole new set of variables(discussed in the sidebar on page 42) to develop a baseline for each management activity. Each propertys management activity or variable are then evaluated using the baseline

21、 points. The executive property manager can rate the properties the firm currently manages and this can be the starting point for creating the system discussed.After the executive property manager has developed company specific criteria, determined the level of activity for the baseline of service f

22、or each variable, and issued, implemented and used the method for a while, he or she will become comfortable with the system created and assigning points and over time may modify the number of points used to determine portfolio sizes. Every property management company has its own management philosop

23、hy and methods to operate its company. Each property management company develops a market niche, including the types of properties it manages, the geographic area or areas it operates in, the level and types of services it provides and the type of property ownership or clients it serves.Sourse: Hal

24、Cottingham ,Richard Muhlebach . How Many Properties Can a Property Manager Manage, Journal of Property Management(2007),40-43译文：一个物业管理者可以管理多少物业在物业管理行业有一个最古老的问题是，“一位物业经理可以管理多少物业？”答案始终是同一个，“这要看情况”。高级物业经理人总是凭直觉来判断物业经理人何时能达到他或她可以管理的最大数量的物业。然而，量化一位物业管理者可以管理的物业数量可以实现有条不紊。解决问题的途径 要了解一名物业管理者可以管理多少物业，首先对公司业务

25、进行评估，然后评价每一栋物业的管理活动。为了实现这一目标，公司制定的计分制度应该将这些因素列于考察范围内。要开发一个计分制度，高级物业管理人员必须首先确定用于评估公司物业管理活动及经营理念的标准。根据制定的标准，对每一栋物业的物业管理活动进行打分。企业还需建立一系列的评估标准便于每个物业管理者能够操作。然后，他们可以根据这个标准给每位物业管理者的管理工作进行打分。高级物业经理可以根据每位物业管理者得到的分数，并结合对每位物业管理者的了解，最后决定每位物业管理者可以管理的物业的数量。这种方法可以用于评价商业、住宅等各种物业类型。并且这种评估标准、评估内容可以根据物业类型做相应的调整，即使是混合型

26、物业也可以。复杂的考核内容为了准确地评估公司，五个变量是必须要考虑的。以这些变量为基础的考核形式用来确定物业管理公司如何管理运作。考核内容里包含了各种类型的物业管理。作为一名物业管理人员，这是必须要掌握的。第一个变量是用来确认一家公司的物业管理是由其母公司或是其下属的物业管理公司提供服务，还是由公司内部提供物业管理服务，甚至是第三方提供服务。一般情况下，公司内部提供物业管理比第三方提供物业管理更好：公司内部是公司的一个部门，和公司本身有共同的目标，而且制作的各类报告符合本公司的要求，在同一个会计系统内。而由企业提供的第三方服务，由于企业的目标、服务理念的不同，制作的各类报告要求等有所不同。因此

27、需要多种管理服务软件。这样的例子不胜枚举。因此，为本公司的物业提供物业管理服务的工作人员可以管理更多的物业或是在物业管理计分考核中得到更高的分数。那些第三方物业管理提供者就相对要差一些。另一个变量的设置是用来评估公司时要考虑的评估一家公司的业务。公司需要仔细了解物业管理人员在后勤管理、财务会计、监管、资源利用等情况，以及物业管理人员的其他工作职责。有些公司像每个商铺承租者应该负责多少公摊面积的物业管理费那样，到了年末，通过年终对账和相应租金百分比来计算物业管理费用。而另一些公司则认为本公司的会计人员能更加有效、准确地计算出其物业管理费用，因此倾向于由本公司来负责物业管理。那些没有单独配备助手或

28、是承担额外的工作职责的物业管理人员会因为承租人要求加强会计监督等工作内容的增加，使得缺乏充裕的时间来管理物业。这将是部分物业管理人员能够管理的物业较少的原因之一。然而，这并不影响物业管理人员的收入情况。这些物业管理人员会从额外的工作中获取收入，而且比那些仅仅是以管理物业来获取收入的管理人员高很多。物业管理公司提供的服务并不处于同一层次。这是由于所有的业主并不需要同样的服务水平。从事于物业投资的机构需要比当地人物业投资人更高的物业服务，因为他们需要各种准确的会计报告。然而，那些当地的物业所有者并不需要。因此，当地的物业所有者会倾向于选择一些服务水平比较低的物业管理公司来为他们提供服务。最后一个考

29、察内容是公司会评估物业管理人员的工作经历和工作能力。经验丰富的物业管理人员相对于新手来说，可以管理更多的物业，甚至是管理那些具有一定难度的物业。企业在物业管理人员时，最好是两个人，分别是有经验的物业管理人员和刚入行的物业管理人员。一个物业管理者的工作习惯和工作效率决定了他所能管理的物业的多寡。物业管理者是否有物业交易、租赁、利用物业融资等职业经验？物业管理者是否可以起监督的作用或是满足承租人更高的要求？这些相关的经验和技能都决定了物业管理者所能管理的物业的数量及类型。如何分析评估内容在评估完物业管理公司后，根据每个物业及其管理活动的特性特性添加相应的考核内容评级制度。每个物业的管理情况及其位置

30、都会给予一个编号。他们会根据评估标准给每个物业一个总分。在制定每个物业管理需要考察的内容时，高级物业管理人员会考虑到一系列的影响因素，以此制作一个基础的考察标准。在评估每个物业的管理情况时都会以此作为基准点。高级物业管理者已经就能否应用这个系统对物业管理公司当下的物业管理活动进行合理的评级进行了讨论。高级物业管理人员根据已经制定的物业管理评估标准进行评估。根据实践中的情况做了相应的调整。最后得出的具体将更加符合实际情况。同时，被评估的物业管理人员对此评估标准也比较满意。随着时间的推移，这个系统可能用于确定物业管理人员可以管理哪种类型的物业及物业规模。每个物业管理公司有用自己的管理理念和方法来经营公司。每个物业管理公司所面临的外部环境有所不同，包括它所管理的物业的类型，所处的地域情况，周边的服务层次水平以及所服务的顾客。出处: 哈尔科姆和理查德 物业管理2007年 40-43页