辅修外文文献.docx

辅修外文文献.docx

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辅修外文文献

本科毕业论文

外文文献及译文

文献、资料题目：

Choiceofpropertymanage-

mentSystemforresidential

stratadevelopmentsinSinga-

pore

文献、资料来源：

网络

文献、资料发表（出版）日期：

2008.10.19

院（部）：

管理学院

专业：

工程管理

班级：

工管（辅修）101

姓名：

学号：

指导教师：

翻译日期：

2013.5.27

外文文献：

ChoiceofpropertymanagementsystemforresidentialstratadevelopmentsinSingapore

ThissectionpresentsacasestudyoftworesidentialstratadevelopmentsinSingapore–referredtohereas“StrataDevelopmentA”and“StrataDevelopmentB”.Thecasestudyprovidesinsightsintothetwodevelopments’choiceofpropertymanagementsystemanditsimplications.

BasedoninterviewswiththepropertymanagerandManagingAgentofthetwodevelopments,thedifferentpropertymanagementsystemsareexaminedtoestablishhowappropriateandsuitabletheyareforeachstratadevelopment.Theseprovidevaluablelessonsforotherresidentialstratadevelopmentsontheimplicationsofeachpropertymanagementsystem.

Choiceofresidentialstratadevelopmentsforcasestudy

Thetwodevelopmentswereselectedforthecasestudybasedonthefollowingcriteria:

Location:

ThetwostratdevelopmentsarelocatedincloseproximitytoeachotherinaprimeresidentialareainSingapore.Assuchtheysharesimilarlocationalattributeslikedistancetoamenitiesandaccesstopublictransport.

Age:

TheconstructionofthetwostratadevelopmentswerecompletedaroundthesametimeStrataDevelopmentAin1977andStrataDevelopmentBin1979.Theimplicationoftheageofthestratadevelopmentsisthatitprovidesagoodcomparisonwithregardtothephysicaldeteriorationandtheextentofupkeepandmaintenancerequiredforbothofthestratadevelopments.

Tenure:

Thetwostratadevelopmentssharesimilartenures–bothhold999-yearleaseholdtitles.

Differentmanagementsystems:

StrataDevelopmentAhasalwaysemployedanin-housemanagementteamfortheirstratadevelopment,whileStrataDevelopmentBhasalwaysemployedaManagingAgenttomanagetheirstratadevelopment.

Dataavailability:

TheChairsoftheManagementCouncilsaswellasboththepropertymanagerandManagingAgentofbothstratadevelopmentswereresponsiveandforthcomingwithregardstotheinformationrequiredforthisstudy.

StratadevelopmentA

StrataDevelopmentAisaresidentialstratadevelopmentwithinaprimeresidentialarea.Thedevelopmentconsistsof470unitswhichinclude38townhousesandsixshophouseswiththerestoftheunitsbuiltintofivehigh-risetowerblocks.Thetenureofthepropertyis999yearsleasehold.Sincethedevelopmentwascompletedin1977,ithasemployedanin-housemanagementteamtooverseeitspropertyandfacilitymanagementneeds.

Therewasjustonetime–arelativelybriefperiodofaboutsixmonths–whenaManagingAgentwasengagedasaconsultant:

thiswaswhenthestratadevelopmentwasseekinganewpropertymanager.EventhentheManagingAgentwasneverinvolvedinthelineofauthorityoftheManagementCouncilorofthein-housemanagementteam.RathertheroleoftheappointedManagingAgentwasmerelytoactasaconsultantonanyissuestheManagementCouncilorpropertymanagermayhaveencounteredinthemanagementofthestratadevelopmentduringtheinterim.

Thein-housemanagementteamforStrataDevelopmentAcomprisesof28staffmembers.ThepropertymanageracknowledgesthatitisrareforaresidentialstratadevelopmentinSingaporetoemployanin-housemanagementteamofthissize.Thepropertymanagerheadstheteamallofwhomareunderthedirectpayrollofthedevelopment’sManagementCorporationFigure3.

ThepropertymanagerwhoholdsaPolytechnicDiplomainPropertyManagementisassistedbyapropertyofficerachiefsecurityofficeranadministrativeofficerandtwoaccountsofficers.Inadditionthepropertyofficerleadsateamofsixmaintenancestaffthattakecareofthedailyphysicalmaintenanceofthestratadevelopmentincludingtheperiodicservicingofthestratadevelopment’swatertanksandpumpsandreplacementandrepairofanyfaultyelectricaldevices.Thechiefsecurityofficerleadsateamofsixteensecurityguardswhosejobincludesthemanningofthedevelopment’sthreeentry-exitpointsandthepatrollingofthestratadevelopmenttoensurethesafetyoftheresidentsinthestratadevelopment.Theonlyaspectoftherunningofthestratadevelopmentwhichisnothandledbythein-housemanagementteamiscleaningandwastedisposalwhichissub-contractedtoanexternalcleaning2company.

ByhavingtheentireteamunderthedirectemploymentoftheManagementCorporationtheissueofcommandandcontrolismoreefficaciousaswhencomparedtothesituationifthestratadevelopmentwasrunbyaManagingAgent.Byhavingallthestaffreporttohimthepropertymanagerhasabettergraspoftheday-to-dayhappeningsinthestratadevelopment.Withthisoverviewheisabletorespondmorequicklytosituationsoremergenciesthatarise.

Thepropertymanageralsopointedoutthatinhisexperienceatthedevelopmentbeyondthephysicalaspectsofrunninganin-housemanagementteam,hehasfoundthatthestaffintheteamdemonstrateahighdegreeofcommitmentandloyaltytotheiremployer.ThismaybecontrastedwithastratadevelopmentmanagedbyaManagingAgentwherethestaffareemployedbytheManagingAgent’sfirmandtypicallyrotatedbetweendevelopments.InsuchacaseitismorelikelythattheircommitmentisdirectedtowardstheiremployertheManagingAgent’sfirmratherthantotheManagementCouncilsthattheyareassignedtoworkwithwhichmayinturnchangefromtimetotime.

ThestudyofStrataDevelopmentAalsorevealsthattheemploymentofanin-housemanagementteamnotonlyallowsbutrequirestheManagementCounciltoassumegreaterpowerandcontroloverhowthestratadevelopmentisrunthanifitwerehandledbyaManagingAgent.Suchcontrolcantranslateintobettermanagementofboththedailyactivitiesoftherunningofthestratadevelopmentaswellastheformulationandcontinuedimplementationoflong-termgoalsandstrategiesoftheManagementCouncil.HoweveritmustbeemphasizedthatthesuccessofsuchasystemislargelydependantonacommittedandcompetentManagementCouncilholdingoffice.TheCouncilwouldhavetobecomprisedofdedicatedvolunteermemberspreparedtooverseethein-housemanagementteamtogetherwiththeirpropertymanageratthehelm.BasedonthestudyofStrataDevelopmentA’sManagementCouncilitisnotedthatsuchaManagementCouncilmainlycomprisesretireesoftenwithknowledgeandexperienceinrealestatemattersandwhoarewillingtoundertakethesupervisionoftheirin-houseteaminordertomeettheirownexpectations.Itappearsthateventheageprofileeducationalbackgroundandemploymentstatusofthesubsidiaryproprietorsbecomerelevanttotheissue.ThemainobjectiveofsuchaManagementCouncilseemstobetoretain3controloverpracticallyallaspectsoftherunningandoperationsoftheplaceCouncilmembersalsosharetheviewthatthiswillbedilutediftheyemployaManagingAgent.AstheManagementCounciliselectedbytheSubsidiaryProprietorsatGeneralMeetingitisimpliedthatthemajorityofSubsidiaryProprietorsareinfavorofsuchamodeofManagement.

StratadevelopmentB

StrataDevelopmentBisaresidentialstratadevelopmentalsosituatedwithinthesameprimeresidentialarea.LikeStrataDevelopmentAthepropertyhasa999-yearleaseholdtitle.Itcomprises623unitsintwoeight-storey-highblocksofterraces,three14-storeyslabblocksandtwo16-storeypointblock.Sinceitscompletionandoccupationin1979thedevelopmenthascontinuedtoengagethesameManagingAgentfirmforitspropertyandfacilitymanagementneeds.ThisseemstocontradicttheearlierdiscussionaboveonthepossiblelackofcontinuityasoneofthedisadvantageswhenemployingaManagingAgent.

ItwillberecalledthattheinitialdurationofaManagingAgent’sappointmentundersection66oftheBMSMAisonlyamaximumofthreeyears.AchangeofManagingAgentcanleadtodisruptionintherunningofthedevelopment.HoweverthecaseofStrataDevelopmentBprovesthatcontinuityisnotabenefitreservedjustforin-housemanagementteams–thedevelopmenthasretainedtheservicesofthesameManagingAgentfirmsinceitsinceptionin1979.

DespitetheturnoverofmembersofeachnewManagementCounciltheManagingAgentinStrataDevelopmentBhasactedastheconstantandplaysaregulatoryroleintheequation.ThishasprovenbeneficialtothestratadevelopmentastheManagingAgentcanadvisetheincomingManagementCouncilonanypendingissuesaswellascontinuewithitslong-termplanandstrategiesforthedevelopment.

ThevalueofaManagingAgent’sfirm’sresourcesdiscussedearlierwasparticularlyevidentinthecaseofStrataDevelopmentBin2004whenthepropertyofficerofthedevelopmenttenderedhisresignationtotheManagingAgent’sfirm.Withintheshortperiodofamonthareplacementpropertyofficerhadtobeappointedandasmoothhandingoverofdutiesforthenewpropertyofficerfromhispredecessorhadtobeensured.Whilethismighthavebeenamoredifficulttaskifthedevelopmentwasmanagedbyanin-housemanagementteam,theresourcesoftheManagingAgent’sfirmallowedaswiftreplacementthroughtheirexistingpooloftrainedstaff.Thefirm’spolicyofregularlyrecruitingandtrainingnewstaffensuredthatthereplacementofthepropertyofficerforthedevelopmentdidnotescalateintoaseriousproblemandcreatemanagerialandoperationalproblemsforthedevelopmentduringthetransitionstage.

ThemainreasonscitedbyStrataDevelopmentB’sManagementCouncil