一個(gè)物業(yè)管理者可以管理多少物業(yè)外文翻譯

1、<p><b>　　中文2020字</b></p><p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外 文 翻 譯</p><p><b>　　原文：</b></p><p>　　How Many Properties Can a Property Manager M

2、anage ?</p><p>　　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." &l

3、t;/p><p>　　Executive property managers often use their intuition to determine when a property manager has reached the maximum number of properties he or she can manage. However, quantifying the number of proper

4、ties a property manager can manage can be achieved methodically.</p><p>　　METHOD TO THE MADNESS</p><p>　　Calculating the number of properties a manager can manage first requires evaluating the o

5、perations 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.</p><p>　　To develop a point

6、 system, the executive property manager must first determine a set of criteria used to evaluate the company's management philosophy, how its operations work and the experience of its property managers. Each property

7、should then be assigned a score based on its management activities as they relate to the determined criteria.</p><p>　　Companies also need to establish a range of points each property manager should be able

8、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 th

9、e evaluation process and the executive property manager's intuitive understanding of how his or her company and managers operate.</p><p>　　This process can be used to evaluate a variety of commercial an

10、d residential property types. An evaluation form can easily be developed for any property type or a portfolio of mixed-property types.</p><p>　　INVARIABLY COMPLEX</p><p>　　To accurately assess a

11、 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 portfoli

12、o that a typical property manager could manage.</p><p>　　The first variable to consider when assessing a company is whether a property management company or division is managing properties owned by the firm

13、or its parent company-known as in-house management—or whether the firm is providing third-party management services. </p><p>　　Generally, managing in-house properties is easier than managing third-party prop

14、erties: 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 man

15、agement services, however, have multiple clients with different goals and objectives, more reporting requirements, multiple required software programs, and the list goes on.</p><p>　　As a result, property ma

16、nagers 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 working for third-party property management firms.&

17、lt;/p><p>　　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 it

18、s property managers and additional duties assigned to property managers.</p><p>　　Some firms assign accounting responsibilities like calculating the commercial tenants' prorata share of pass-through char

19、ges, year-end reconciliations and percentage rent adjustments to their property managers. Other firms believe their accounting personnel can more efficiently and accurately perform these calculations and would rather hav

20、e their property managers in the field managing their properties.</p><p>　　Property managers who are lacking or sharing administrative assistants, or who are assigned additional duties like leasing, accounti

21、ng tasks and tenant improvement supervision, 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

22、 supervision often far exceeds the income generated by assigning one or two more properties to a property manager's portfolio.</p><p>　　The level of service provided by the property management firm is al

23、so 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 d

24、o not need sophisticated accounting reports. In fact, the local owner will prefer to pay a lower fee for a lower level of service.</p><p>　　The final variable companies should take into account while doing t

25、heir assessment is the experience and capabilities of their property managers. Experienced property managers can manage a larger or more challenging portfolio than a neophyte. Firms should develop two ranges of points th

26、eir property managers can manage, one for the experienced manager and the other for the entry level property managers. </p><p>　　The work habits and efficiency of the property manager will also determine the

27、 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 an

28、d other skills will determine which properties and the number of properties a property manager can manage.</p><p>　　ANALYZE THIS</p><p>　　After assessing the management company, a rating system

29、is then developed for each property and its management activities. Each property management activity and the property's location are assigned a number and they are totaled for a property's score.</p><p

30、>　　When developing the points for each property's 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 man

31、agement activity. Each property's management activity or variable are then evaluated using the baseline points. The executive property manager can rate the properties the firm currently manages and this can be the st

32、arting point for creating the system discussed.</p><p>　　After the executive property manager has developed company specific criteria, determined the level of activity for the baseline of service for each va

33、riable, 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 si

34、zes. </p><p>　　Every property management company has its own management philosophy and methods to operate its company. Each property management company develops a market niche, including the types of propert

35、ies 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.</p><p>　　Sourse: Hal Cottingham ,Richard Muhl

36、ebach . How Many Properties Can a Property Manager Manage, Journal of Property Management(2007),40-43</p><p><b>　　譯文：</b></p><p>　　一個(gè)物業(yè)管理者可以管理多少物業(yè)</p><p>　　在物業(yè)管理行業(yè)有一個(gè)最古

37、老的問題是，“一位物業(yè)經(jīng)理可以管理多少物業(yè)？”答案始終是同一個(gè)，“這要看情況”。</p><p>　　高級(jí)物業(yè)經(jīng)理人總是憑直覺來判斷物業(yè)經(jīng)理人何時(shí)能達(dá)到他或她可以管理的最大數(shù)量的物業(yè)。然而，量化一位物業(yè)管理者可以管理的物業(yè)數(shù)量可以實(shí)現(xiàn)有條不紊。</p><p>　　解決問題的途徑 </p><p>　　要了解一名物業(yè)管理者可以管理多少物業(yè)，首先對(duì)公司業(yè)務(wù)進(jìn)行評(píng)估

38、，然后評(píng)價(jià)每一棟物業(yè)的管理活動(dòng)。為了實(shí)現(xiàn)這一目標(biāo)，公司制定的計(jì)分制度應(yīng)該將這些因素列于考察范圍內(nèi)。</p><p>　　要開發(fā)一個(gè)計(jì)分制度，高級(jí)物業(yè)管理人員必須首先確定用于評(píng)估公司物業(yè)管理活動(dòng)及經(jīng)營理念的標(biāo)準(zhǔn)。根據(jù)制定的標(biāo)準(zhǔn)，對(duì)每一棟物業(yè)的物業(yè)管理活動(dòng)進(jìn)行打分。</p><p>　　企業(yè)還需建立一系列的評(píng)估標(biāo)準(zhǔn)便于每個(gè)物業(yè)管理者能夠操作。然后，他們可以根據(jù)這個(gè)標(biāo)準(zhǔn)給每位物業(yè)管理者的管理工作

39、進(jìn)行打分。高級(jí)物業(yè)經(jīng)理可以根據(jù)每位物業(yè)管理者得到的分?jǐn)?shù)，并結(jié)合對(duì)每位物業(yè)管理者的了解，最后決定每位物業(yè)管理者可以管理的物業(yè)的數(shù)量。</p><p>　　這種方法可以用于評(píng)價(jià)商業(yè)、住宅等各種物業(yè)類型。并且這種評(píng)估標(biāo)準(zhǔn)、評(píng)估內(nèi)容可以根據(jù)物業(yè)類型做相應(yīng)的調(diào)整，即使是混合型物業(yè)也可以。</p><p><b>　　復(fù)雜的考核內(nèi)容</b></p><p>

40、;　　為了準(zhǔn)確地評(píng)估公司，五個(gè)變量是必須要考慮的。以這些變量為基礎(chǔ)的考核形式用來確定物業(yè)管理公司如何管理運(yùn)作?？己藘?nèi)容里包含了各種類型的物業(yè)管理。作為一名物業(yè)管理人員，這是必須要掌握的。</p><p>　　第一個(gè)變量是用來確認(rèn)一家公司的物業(yè)管理是由其母公司或是其下屬的物業(yè)管理公司提供服務(wù)，還是由公司內(nèi)部提供物業(yè)管理服務(wù)，甚至是第三方提供服務(wù)。</p><p>　　一般情況下，公司內(nèi)部提供

41、物業(yè)管理比第三方提供物業(yè)管理更好：公司內(nèi)部是公司的一個(gè)部門，和公司本身有共同的目標(biāo)，而且制作的各類報(bào)告符合本公司的要求，在同一個(gè)會(huì)計(jì)系統(tǒng)內(nèi)。而由企業(yè)提供的第三方服務(wù)，由于企業(yè)的目標(biāo)、服務(wù)理念的不同，制作的各類報(bào)告要求等有所不同。因此需要多種管理服務(wù)軟件。這樣的例子不勝枚舉。</p><p>　　因此，為本公司的物業(yè)提供物業(yè)管理服務(wù)的工作人員可以管理更多的物業(yè)或是在物業(yè)管理計(jì)分考核中得到更高的分?jǐn)?shù)。那些第三方物業(yè)管

42、理提供者就相對(duì)要差一些。</p><p>　　另一個(gè)變量的設(shè)置是用來評(píng)估公司時(shí)要考慮的評(píng)估一家公司的業(yè)務(wù)。公司需要仔細(xì)了解物業(yè)管理人員在后勤管理、財(cái)務(wù)會(huì)計(jì)、監(jiān)管、資源利用等情況，以及物業(yè)管理人員的其他工作職責(zé)。</p><p>　　有些公司像每個(gè)商鋪承租者應(yīng)該負(fù)責(zé)多少公攤面積的物業(yè)管理費(fèi)那樣，到了年末，通過年終對(duì)賬和相應(yīng)租金百分比來計(jì)算物業(yè)管理費(fèi)用。而另一些公司則認(rèn)為本公司的會(huì)計(jì)人員能更加

43、有效、準(zhǔn)確地計(jì)算出其物業(yè)管理費(fèi)用，因此傾向于由本公司來負(fù)責(zé)物業(yè)管理。</p><p>　　那些沒有單獨(dú)配備助手或是承擔(dān)額外的工作職責(zé)的物業(yè)管理人員會(huì)因?yàn)槌凶馊艘蠹訌?qiáng)會(huì)計(jì)監(jiān)督等工作內(nèi)容的增加，使得缺乏充裕的時(shí)間來管理物業(yè)。這將是部分物業(yè)管理人員能夠管理的物業(yè)較少的原因之一。然而，這并不影響物業(yè)管理人員的收入情況。這些物業(yè)管理人員會(huì)從額外的工作中獲取收入，而且比那些僅僅是以管理物業(yè)來獲取收入的管理人員高很多。<

44、;/p><p>　　物業(yè)管理公司提供的服務(wù)并不處于同一層次。這是由于所有的業(yè)主并不需要同樣的服務(wù)水平。從事于物業(yè)投資的機(jī)構(gòu)需要比當(dāng)?shù)厝宋飿I(yè)投資人更高的物業(yè)服務(wù)，因?yàn)樗麄冃枰鞣N準(zhǔn)確的會(huì)計(jì)報(bào)告。然而，那些當(dāng)?shù)氐奈飿I(yè)所有者并不需要。因此，當(dāng)?shù)氐奈飿I(yè)所有者會(huì)傾向于選擇一些服務(wù)水平比較低的物業(yè)管理公司來為他們提供服務(wù)。</p><p>　　最后一個(gè)考察內(nèi)容是公司會(huì)評(píng)估物業(yè)管理人員的工作經(jīng)歷和工作能力。

45、經(jīng)驗(yàn)豐富的物業(yè)管理人員相對(duì)于新手來說，可以管理更多的物業(yè)，甚至是管理那些具有一定難度的物業(yè)。企業(yè)在物業(yè)管理人員時(shí)，最好是兩個(gè)人，分別是有經(jīng)驗(yàn)的物業(yè)管理人員和剛?cè)胄械奈飿I(yè)管理人員。</p><p>　　一個(gè)物業(yè)管理者的工作習(xí)慣和工作效率決定了他所能管理的物業(yè)的多寡。物業(yè)管理者是否有物業(yè)交易、租賃、利用物業(yè)融資等職業(yè)經(jīng)驗(yàn)？物業(yè)管理者是否可以起監(jiān)督的作用或是滿足承租人更高的要求？這些相關(guān)的經(jīng)驗(yàn)和技能都決定了物業(yè)管理者所

46、能管理的物業(yè)的數(shù)量及類型。</p><p><b>　　如何分析評(píng)估內(nèi)容</b></p><p>　　在評(píng)估完物業(yè)管理公司后，根據(jù)每個(gè)物業(yè)及其管理活動(dòng)的特性特性添加相應(yīng)的考核內(nèi)容評(píng)級(jí)制度。每個(gè)物業(yè)的管理情況及其位置都會(huì)給予一個(gè)編號(hào)。他們會(huì)根據(jù)評(píng)估標(biāo)準(zhǔn)給每個(gè)物業(yè)一個(gè)總分。</p><p>　　在制定每個(gè)物業(yè)管理需要考察的內(nèi)容時(shí)，高級(jí)物業(yè)管理人員會(huì)

47、考慮到一系列的影響因素，以此制作一個(gè)基礎(chǔ)的考察標(biāo)準(zhǔn)。在評(píng)估每個(gè)物業(yè)的管理情況時(shí)都會(huì)以此作為基準(zhǔn)點(diǎn)。高級(jí)物業(yè)管理者已經(jīng)就能否應(yīng)用這個(gè)系統(tǒng)對(duì)物業(yè)管理公司當(dāng)下的物業(yè)管理活動(dòng)進(jìn)行合理的評(píng)級(jí)進(jìn)行了討論。</p><p>　　高級(jí)物業(yè)管理人員根據(jù)已經(jīng)制定的物業(yè)管理評(píng)估標(biāo)準(zhǔn)進(jìn)行評(píng)估。根據(jù)實(shí)踐中的情況做了相應(yīng)的調(diào)整。最后得出的具體將更加符合實(shí)際情況。同時(shí)，被評(píng)估的物業(yè)管理人員對(duì)此評(píng)估標(biāo)準(zhǔn)也比較滿意。隨著時(shí)間的推移，這個(gè)系統(tǒng)可能用