物業(yè)管理的外文翻譯分析解析

1、Choice of property management system for residential strata developments in SingaporeThis section presents a case study of two residential strata developments in Singapore referred to here as “Strata Development A” and “Strata Development B”. The case study provides insights into the two development

2、s choice of property management system and its implications. Based on interviews with the property manager and Managing Agent of the two developments, the different property management systems are examined to establish how appropriate and suitable they are for each strata development. These provide

3、valuable lessons for other residential strata developments on the implications of each property management system.Choice of residential strata developments for case study The two developments were selected for the case study based on the following criteria: Location: The two strat developments are l

4、ocated in close proximity to each other in a prime residential area in Singapore. As such they share similar locational attributes like distance to amenities and access to public transport. Age: The construction of the two strata developments were completed around the same time Strata Development A

5、in 1977 and Strata Development B in 1979. The implication of the age of the strata developments is that it provides a good comparison with regard to the physical deterioration and the extent of up keep and maintenance required for both of the strata developments. Tenure: The two strata developments

6、share similar tenures both hold 999-year lease hold titles. Different management systems: Strata Development A has always employed an in-house management team for their strata development, while Strata Development B has always employed a Managing Agent to manage their strata development. Data availa

7、bility: The Chairs of the Management Councils as well as both the property manager and Managing Agent of both strata developments were responsive and forthcoming with regards to the information required for this study.Strata development A Strata Development A is a residential strata development with

8、in a prime residential area. The development consists of 470 units which include 38 townhouses and six shop houses with the rest of the units built into five high-rise tower blocks. The tenure of the property is 999 years leasehold. Since the development was completed in 1977, it has employed an in-

9、house management team to oversee its property and facility management needs. There was just one time a relatively brief period of about six months when a Managing Agent was engaged as a consultant: this was when the strata development was seeking a new property manager. Even then the Managing Agent

10、was never involved in the line of authority of the Management Council or of the in-house management team. Rather the role of the appointed Managing Agent was merely to act as a consultant on any issues the Management Council or property manager may have encountered in the management of the strata de

11、velopment during the interim. The in-house management team for Strata Development A comprises of 28 staff members. The property manager acknowledges that it is rare for a residential strata development in Singapore to employ an in-house management team of this size. The property manager heads the te

12、am all of whom are under the direct payroll of the developments Management Corporation Figure 3. The property manager who holds a Polytechnic Diploma in Property Management is assisted by a property officer a chief security officer an administrative officer and two accounts officers. In addition the

13、 property officer leads a team of six maintenance staff that take care of the daily physical maintenance of the strata development including the periodic servicing of the strata developments water tanks and pumps and replacement and repair of any faulty electrical devices. The chief security officer

14、 leads a team of sixteen security guards whose job includes the manning of the developments three entry-exit points and the patrolling of the strata development to ensure the safety of the residents in the strata development. The only aspect of the running of the strata development which is not hand

15、led by the in-house management team is cleaning and waste disposal which is sub-contracted to an external cleaning 2company. By having the entire team under the direct employment of the Management Corporation the issue of command and control is more efficacious as when compared to the situation if t

16、he strata development was run by a Managing Agent. By having all the staff report to him the property manager has a better grasp of the day-to-day happenings in the strata development. With this overview he is able to respond more quickly to situations or emergencies that arise. The property manager

17、 also pointed out that in his experience at the development beyond the physical aspects of running an in-house management team , he has found that the staff in the team demonstrate a high degree of commitment and loyalty to their employer. This may be contrasted with a strata development managed by

18、a Managing Agent where the staff are employed by the Managing Agents firm and typically rotated between developments. In such a case it is more likely that their commitment is directed towards their employer the Managing Agents firm rather than to the Management Councils that they are assigned to wo

19、rk with which may in turn change from time to time. The study of Strata Development A also reveals that the employment of an in-house management team not only allows but requires the Management Council to assume greater power and control over how the strata development is run than if it were handled

20、 by a Managing Agent. Such control can translate into better management of both the daily activities of the running of the strata development as well as the formulation and continued implementation of long-term goals and strategies of the Management Council. However it must be emphasized that the su

21、ccess of such a system is largely dependant on a committed and competent Management Council holding office. The Council would have to be comprised of dedicated volunteer members prepared to oversee the in-house management team together with their property manager at the helm. Based on the study of S

22、trata Development As Management Council it is noted that such a Management Council mainly comprises retirees often with knowledge and experience in real estate matters and who are willing to undertake the supervision of their in-house team in order to meet their own expectations. It appears that eve

23、n the age profile educational background and employment status of the subsidiary proprietors become relevant to the issue. The main objective of such a Management Council seems to be to retain 3control over practically all aspects of the running and operations of the place Council members also share

24、 the view that this will be diluted if they employ a Managing Agent. As the Management Council is elected by the Subsidiary Proprietors at General Meeting it is implied that the majority of Subsidiary Proprietors are in favor of such a mode of Management.Strata development B Strata Development B is

25、a residential strata development also situated within the same prime residential area. Like Strata Development A the property has a 999-year lease hold title. It comprises 623 units in two eight-storey-high blocks of terraces , three 14-storey slab blocks and two 16-storey point block. Since its com

26、pletion and occupation in 1979 the development has continued to engage the same Managing Agent firm for its property and facility management needs. This seems to contradict the earlier discussion above on the possible lack of continuity as one of the disadvantages when employing a Managing Agent. It

27、 will be recalled that the initial duration of a Managing Agents appointment under section 66 of the BMSMA is only a maximum of three years. A change of Managing Agent can lead to disruption in the running of the development. However the case of Strata Development B proves that continuity is not a b

28、enefit reserved just for in-house management teams the development has retained the services of the same Managing Agent firm since its inception in 1979. Despite the turn over of members of each new Management Council the Managing Agent in Strata Development B has acted as the constant and plays are

29、 gulatory role in the equation. This has proven beneficial to the strata development as the Managing Agent can advise the incoming Management Council on any pending issues as well as continue with its long-term plan and strategies for the development. The value of a Managing Agents firms resources d

30、iscussed earlier was particularly evident in the case of Strata Development B in 2004 when the property officer of the development tendered his resignation to the Managing Agents firm. Within the short period of a month a replacement property officer had to be appointed and a smooth handing over of

31、duties for the new property officer from his predecessor had to be ensured. While this might have been a more difficult task if the development was managed by an in-house management team, the resources of the Managing Agents firm allowed a swift replacement through their existing pool of trained sta

32、ff. The firms policy of regularly recruiting and training new staff ensured that the replacement of the property officer for the development did not escalate into a serious problem and create managerial and operational problems for the development during the transition stage. The main reasons cited

33、by Strata Development Bs Management Council as to why it has always engaged a Managing Agent are the experience and professionalism of their appointed Managing Agent. This in turn can be attributed to the wealth of experience acquired by the Managing Agent firm through the management and solving of

34、problems in different strata developments under their charge. The case of Strata Development B reveals first that the Managing Agents dedication and competence are essential ingredients for the development to be run efficiently. Second it is imperative that the Management Council and the Managing Ag

35、ent share a harmonious and open relationship based on trust and confidence. In addition this relationship must be viewed as more than merely a professional appointment whereby the Managing Agent simply carries out its duties with due diligence in order to justify its reappointment after each AGM. It

36、 is improbable that without all these ingredients, successive Management Councils in Strata Development B would have continued to retain the same Managing Agent firms services.Summary and conclusion This paper has examined two property management systems available to residential strata developments

37、in Singapore: through a Managing Agent and through employment of an in-house management team. The case study of two residential strata developments in Singapore was also presented. The purpose of the case study was to showcase two residential strata developments that share similar age tenure and loc

38、ational attributes and yet successfully employ different systems of property management. After examining the pros and cons of the two systems it appears that there is no definitively superior system for the management of common property in residential strata developments. Various influence and deter

39、mine the choice of property management system. The findings of the case study are that engaging a Managing Agent to manage a residential strata development can yield several advantages: In general in view of the various industry standards that have been set by government and professional bodies a hi

40、gher level of professionalism can be expected from a Managing Agent but see under drawbacks below Investment in technology by the Managing Agent allows the Management Corporation to enjoy a higher standard of service The Management Corporation can fully enjoy the pool of resources a Managing Agent h

41、as to offer and the Management Corporation may enjoy cost savings brought about through economies of scale. However it is noted that engaging a Managing Agent also has several drawbacks: As there is currently no licensing or even accreditation requirement for Managing Agents in Singapore there is no

42、 legislative assurance of a minimum level of professional standard: so for example currently out of 130 Managing Agent firms only 30 have been accredited under the scheme launched by the professional bodies SPRING 2007 The Management Corporation has to pay a monthly recurring Managing Agents fee cha

43、rged over and above all other costs and fees necessary for the proper maintenance of the strata development. When critical and swift decisions need to be made control and communication are not likely to as efficacious when compared to those of an in-house management team and The diversified interest

44、s of the Managing Agent can be detrimental to the Management Corporation and the strata development. On the other hand, Management Corporations which employ in-house management teams enjoy several benefits: The issue of continuity favors Management Corporations that employ in-house management teams

45、and. The Management Council has better control and communication with the team as they are directly in charge of running the in-house management team. The drawbacks of employing an in-house management team include the following: The Management Corporation may have to expect a comparatively lower lev

46、el of standard and/or performance than if they had engaged a professional Managing Agent. while it is theoretically possible for a Management Corporation to sue the employees they have engaged in contract according to the rule of vicarious liability 6the Management Corporation may have to bear the r

47、esponsibility for the in-house management teams actions and/or omissions for negligent acts in the course of employment. The study reveals that when making a choice between the two different system property management, if the Management Corporations priority is practicality and efficiency, it would

48、be better off engaging a professional and preferably accredited Managing Agent. On the other hand if the Management Council comprises members who are driven and committed knowledgeable enough and prepared to dedicate their time to their development on a voluntary basis it would be better off employi

49、ng an in-house management team. In this way the Management Council may exercise direct control over the daily and long-term functions and operations of the strata development. Source：Alice Christudason: Choice of property management system for residential strata developments in Singapore. Property M

50、anagement Vol 26 No.22008.P97-111. 7譯文：新加坡住宅區(qū)物業(yè)管理體系的選擇這一部分提供了一個(gè)關(guān)于新加坡兩個(gè)住宅小區(qū)的案例研究在這里稱為“住宅小區(qū) A”和“住宅小區(qū) B”。該案例展示了兩個(gè)小區(qū)的物業(yè)管理體系選擇以及它們各自的影響。從對(duì)兩個(gè)小區(qū)物業(yè)經(jīng)理和代管人的采訪中可以確定，每個(gè)住宅小區(qū)不同的物業(yè)管理體系是匹配于它們本身的，這為其他小區(qū)在物業(yè)管理體系的選擇上提供了寶貴的經(jīng)驗(yàn)。住宅區(qū)的選擇案例對(duì)這兩個(gè)小區(qū)的案例研究基于以下條件：（1）地理位置：這兩個(gè)住宅區(qū)在新加坡主要居住區(qū)中，且兩者極為臨近，這樣，它們就具有相似的區(qū)位屬性，如建筑間距和公交道路。（2）年齡：兩個(gè)小

51、區(qū)建成時(shí)間是相近的。住宅小區(qū)A是1977年的，住宅小區(qū)B是1979年的。住宅區(qū)年齡相仿的意義在于它提供了兩個(gè)小區(qū)在物理磨損和所需維修程度的較好比較。（3）土地使用年限：兩個(gè)小區(qū)有相同的土地使用年限，都是999年。（4）不同的管理體系：住宅小區(qū)A選用的是內(nèi)部管理組織來(lái)負(fù)責(zé)小區(qū)管理，而住宅小區(qū)B采用的是委托代理人進(jìn)行管理。住宅小區(qū)A住宅小區(qū)A是主要居住區(qū)中的一個(gè)小區(qū)，它由470戶住房組成，其中38棟別墅，6個(gè)商鋪，剩下的則是五棟高樓。它的土地使用年限是999年，自該小區(qū)1977年成立以來(lái)，它一直采用內(nèi)部管理組織來(lái)監(jiān)管物業(yè)及設(shè)施。僅有一次，是短短的六個(gè)月，當(dāng)時(shí)小區(qū)正在尋找新的物業(yè)經(jīng)理，一個(gè)代理人才被

52、任命為顧問。但即便如此，這位代理人也從未參與管理委員會(huì)或內(nèi)部管理組織的事物中。這位指定代理人的作用只限于當(dāng)管理委員會(huì)或內(nèi)部管理組織在小區(qū)管理過程中遇到任何突發(fā)性問題時(shí)擔(dān)任顧問。住宅小區(qū)A的內(nèi)部管理組織由28個(gè)成員組成，該物業(yè)經(jīng)理承認(rèn)在新加坡采用這種規(guī)模的內(nèi)部管理組織的住宅小區(qū)是很少的。在物業(yè)經(jīng)理領(lǐng)導(dǎo)的團(tuán)隊(duì)下，所有成員都直接聽命于小區(qū)管理公司。持有物業(yè)管理文憑的物業(yè)經(jīng)理，手下有一名物業(yè)主管，一名保安主管，一名行政主管和兩名會(huì)計(jì)。另外，這位物業(yè)主管帶領(lǐng)著一個(gè)由6名維修工組成的小組負(fù)責(zé)小區(qū)的日常維修。包括小區(qū)水艙和泵的日常維修，以及所有出故障的電氣裝置的修理和替換。這位保安主管領(lǐng)導(dǎo)一個(gè)由16名保安組

53、成的小組，負(fù)責(zé)在小區(qū)的三個(gè)入口分派保安站崗和各處巡邏以保障小區(qū)的安全。只有清潔和廢棄物處理不是由該小區(qū)的內(nèi)部管理組織負(fù)責(zé)，而是外包給清潔公司。這種團(tuán)隊(duì)直接受命于管理公司的方式，在指揮和控制上比采用代理人方式更有效。因?yàn)樗袉T工都向他反映問題，物業(yè)經(jīng)理就能更好地了解日常事件及情況，并能很快的應(yīng)對(duì)那些情況或者由他們引發(fā)的緊急事件。這位物業(yè)經(jīng)理還指出除了內(nèi)部管理組織的本職工作方面，他還看到了員工對(duì)雇主表現(xiàn)出的高度誠(chéng)信和忠誠(chéng)，這與代理公司承擔(dān)管理的小區(qū)形成鮮明地對(duì)比。代理公司的義務(wù)往往直接導(dǎo)向雇主，而不是分派工作的管理委員會(huì)。關(guān)于住宅小區(qū)A的案例告訴我們，采用內(nèi)部管理組織不僅給與而且要求管理委員會(huì)擁有比代理公司更大的權(quán)力去控制小區(qū)發(fā)展方向。這種控制，在小區(qū)日常運(yùn)作以及管理委員會(huì)的規(guī)劃和長(zhǎng)期目標(biāo)和策略的實(shí)施中都可以轉(zhuǎn)化為更好地管理。然而，必須強(qiáng)調(diào)的是，這種成功的體系很大程度上依賴于一個(gè)忠誠(chéng)度高而且有能力的管理委員辦公體系。這個(gè)委員會(huì)由專門的成員組成，用于監(jiān)管內(nèi)部管理組織，同時(shí)由物業(yè)管理進(jìn)行指揮。關(guān)于住宅小區(qū)A管理委員會(huì)的研究報(bào)告指出，這樣的管理委員會(huì)主要由在房地產(chǎn)事務(wù)上有知識(shí)和經(jīng)驗(yàn)，并希望通過承擔(dān)對(duì)內(nèi)部管理組織的監(jiān)管來(lái)實(shí)現(xiàn)自己的價(jià)值的退休人員組成。這樣看來(lái)，年齡，教育情況，業(yè)主子公司的雇傭狀況都成為相關(guān)問題。管理委員會(huì)的主要目的是在于主管幾乎所有方面