Analyzing the property management of state-owned enterprises is my economic paper. Welcome to read it!

This paper makes a brief and objective statement and analysis of the present situation, existing problems and solutions of the existing enterprise property management.

Keywords: property management property management of state-owned enterprises

1. The concept of property management

Property refers to all kinds of houses and their supporting equipment, facilities and venues that have been built and put into use.

Property management is the management of these assets, and the main service object is the owners who enjoy these assets.

Property management is a way of management.

The object of management is property, and the object of service is people.

The special business of property management includes: engineering management, public security, fire safety, environmental sanitation, landscaping, vehicle management, etc.

2. Problems existing in the asset management of state-owned enterprises

2. 1 Heavy burden of jurisdiction

The property services provided by state-owned enterprises to residential areas are basically free services or charge a small amount of property management fees. Enterprises bear the construction costs, management fees and wages of employees in residential areas. The bigger the community they manage, the greater the cost and the heavier the burden.

2.2 Charging difficulties

Residents are used to enjoying welfare benefits and free property services, but they are ambivalent about collecting community health fees, maintenance fees and other property fees, so it is difficult to carry out the charging work.

There are also cases where enterprises pay fees to local water, electricity, gas and other relevant administrative departments in accordance with the general table, and then charge water, electricity, gas and other fees to community residents without charging service fees. Enterprises often lose money upside down because residents don't pay fees.

In addition, property management is public, and it is impossible to enjoy the public facilities and equipment of the community by household or population. Therefore, some residents came up with the idea of hitchhiking and refused to pay the property management fee.

For example, security services in residential areas, greening, health management in public areas, and maintenance and repair of public facilities and equipment. Those who pay can't enjoy it, and residents who don't pay can't stop enjoying public facilities and equipment, and the related expenses are difficult to collect.

2.3 The residents in the community come from mixed sources, and the contact between neighbors is not frequent, which increases the management difficulty.

After the reform of the housing system of state-owned enterprises, housing has changed from public houses to private houses, and the transfer of housing has caused foreigners to become community residents.

Dividing the employees of the original enterprise into on-the-job employees, retirees and people who have paid for the termination of labor contracts has led to the diversification of community residents and the change from familiarity to strangeness among neighbors.

In addition, some residents regard public places as their own sites, pile up sundries in the corridors and leave bicycles and motorcycles everywhere.

Even individual residents don't care about the public environment and public facilities, and they don't listen to managers to stop and persuade them, so it is difficult to manage.

2.4 The quality and concept of employees need to be improved.

After the baptism of reform, the concept of property practitioners in state-owned enterprises has changed greatly, from rigid management to service concept.

However, after being separated from the main business, I feel that I have not been reused by enterprises, and my enthusiasm and initiative are relatively poor. Waiting for service? The service mode is single.

Some managers are older, less educated and have different qualities.

Its quality and concept need to be improved.

3. How to solve the problems existing in the property management of state-owned enterprises

3. 1 Provide paid property services to reduce the burden on enterprises.

From the original free service or charging a small amount of fees to paid services, reasonably determine the price of property management services and insist on? Fair, open and fair? In principle, while taking into account the economic affordability of the owners, control the market-oriented property charging standards for pricing, charge appropriate management fees, formulate and improve the charging system, and prohibit arbitrary charges.

Expand the scope of services, only carry out the services of one owner, which is convenient for charging.

3.2 Create a self-operated property management model to solve the problem of difficult charging.

Self-operated property management refers to the owners' committee elected by the owners' congress, and the owners' committee is the main body of self-operated management.

Through the contract, the property management of the public part of the community is handed over to the owners' Committee for management, and the owners' Committee hires professionals to complete the corresponding property management.

For example, the owners' committee directly recruits cleaning staff, security guards and greening personnel from the society to undertake corresponding service work, collects corresponding service fees from residents, assists property management, solves the contradiction between property and residents, and saves costs for enterprises.

3.3 Increase the publicity of property management.

Make full use of publicity panels, open letters with pictures and other forms to conduct extensive publicity, requiring property employees and owners' committees to be both managers and propagandists, reaching out to thousands of households and guiding people to change their concepts and rationally understand property management.

It is necessary for owners to understand that the cancellation of housing welfare management is an inevitable requirement of the reform of housing management system, and the implementation of property management is beneficial to owners.

Owners should perform their obligations unconditionally, and residents must pay property management fees on schedule.

3.4 Carry out various forms of cultural and sports activities to promote the harmonious coexistence of residents.

Organize healthy and progressive cultural and sports activities regularly to build and create platforms and conditions for residents.

Activate the living atmosphere of residents, cultivate sentiment, be happy and harmonious, and have a harmonious neighborhood.

Set up a convenience service station, so that residents can personally experience the enthusiasm and concern of property management personnel, and close the distance with property management.

3.5 Improve the quality of employees, enhance service awareness and enhance their ability to perform their duties.

First of all, update the service concept, serve the owner wholeheartedly, think about what the owner thinks, worry about what the owner is anxious, and proceed from the convenience of the owner.

Secondly, improve the quality of employees.

Property management practitioners, whether management or operation, must have some special qualities to be competent.

Managers should not only have service awareness, professional knowledge, business acumen and management ability, but also be familiar with the buildings, construction projects, structures and landscaping of the property under their jurisdiction. Knowledge of property management, economic management, law, psychology, financial management, public relations and computers is also essential, so that property managers can be proficient in services.

3.6 fully mobilize the enthusiasm of property practitioners

Establish and improve the assessment system.

In terms of management, the assessment standards are formulated, and managers are assessed on schedule according to the assessment standards to evaluate their work quality.

In terms of service, we should learn from the market-oriented property, let the owners evaluate and score the employees' services, and provide material incentives through comprehensive management assessment and owner assessment.

In a word, in the transitional stage of property management of state-owned enterprises to socialization, marketization and specialization, we should create new management modes, improve the service quality of property management, expand the business scope, identify the development orientation of enterprises, survive and develop in the fierce competition, satisfy the owners and make the enterprises obtain corresponding benefits.

References:

[1] edited by You Jianxin and Sun Jide. Property Management Practice, China Building Industry Press, 2006.

[2][ America] peter drucker. Effective Manager, Machinery Industry Press, 2006.