辅修外文文献.docx

1、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：Choice of property manage-ment System for residential strata developments in Singa-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： Choice of property management system for residential strata developments in Sin

2、gapore This 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 developments choice of property management system and its implications. Based on intervie

3、ws 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 valuable lessons for other residential strata developments on the implications

4、 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 located in close proximity to each other in a prime residential area in Singapo

5、re. 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 in 1977 and Strata Development B in 1979. The implication of the age of the st

6、rata 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 share similar tenures both hold 999-year lease hold titles. Different manageme

7、nt 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 availability: The Chairs of the Management Councils as well as both the property man

8、ager 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 within a prime residential area. The development consists of 470 units which inclu

9、de 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-house management team to oversee its property and facility management needs. T

10、here 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 was never involved in the line of authority of the Management Council or of th

11、e 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 development during the interim. The in-house management team for Strata Developm

12、ent 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 team all of whom are under the direct payroll of the developments Management Cor

13、poration 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 property officer leads a team of six maintenance staff that take care of the

14、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 leads a team of sixteen security guards whose job includes the manning of the

15、 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 handled by the in-house management team is cleaning and waste disposal which is su

16、b-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 the strata development was run by a Managing Agent. By having all the staff rep

17、ort 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 also pointed out that in his experience at the development beyond the physica

18、l 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 a Managing Agent where the staff are employed by the Managing Agents firm and

19、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 work with which may in turn change from time to time. The study of Strata Develo

20、pment 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 by a Managing Agent. Such control can translate into better management of bot

21、h 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 success of such a system is largely dependant on a committed and competent Manag

22、ement 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 Strata Development As Management Council it is noted that such a Management Cou

23、ncil 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 even the age profile educational background and employment status of the subsidia

24、ry 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 the view that this will be diluted if they employ a Managing Agent. As the Ma

25、nagement 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 a residential strata development also situated within the same prime residenti

26、al 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 completion and occupation in 1979 the development has continued to engage the sam

27、e 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 will be recalled that the initial duration of a Managing Agents appointment u

28、nder 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 benefit reserved just for in-house management teams the development has retaine

29、d 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 gulatory role in the equation. This has proven beneficial to the strata devel

30、opment 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 discussed earlier was particularly evident in the case of Strata Development B

31、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 duties for the new property officer from his predecessor had to be ensured. Wh

32、ile 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 staff. 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 by Strata Development Bs Management Council