Property company internship report
Through internships throughout the company, I have a preliminary understanding of the property management situation. In the process, I learned the specific business knowledge in the property management work and enriched the professional knowledge I learned. It laid a solid foundation for the future development of normal work. During the internship, I deeply realized the advantages of the Haina property and the influence status of the sunshine. Although the Heiner property has achieved such great results after only a few years of development, it is inseparable from the spirit of the Haina people's hard work and innovation. However, while seeing the results, I also found some of the problems that affect the development of the Haina property.
First, internal management is not standardized. First of all, the Haina property is affected by the development of the entire property management of Rizhao. Several property management systems have followed the old management model. The division of labor is not clear enough, the system is not perfect, there are few stylized and standardized work processes, and most of them are simple and extensive management. Secondly, due to the numerous problems involved in property management, the various systems are not perfect, the various relationships are complicated, and there are many relationships that need to be coordinated and dealt with, so that the various property offices put a lot of energy into dealing with various relationships, including handling property offices and groups. The relationship between the company, the relationship between the property and the administrative department, and the relationship between the relevant owners. Dealing with these relationships is of course beneficial to the development of property management, but when it neglects internal management and external services, it is inevitable that the cart before the horse will be reversed. This has affected the healthy development of property management.
Second, the responsibility is unknown. Unclear rights and responsibilities are the main obstacles affecting the development of enterprises. This includes two aspects, one is between the property offices and the head office. Due to the special nature of our company's property management, the property management in each place was prepared by the head office as a developer. Most of the property management personnel were staffed by the group companies from various positions, which led to the construction. Inconsistent with the management, the intangible increases the difficulty of property management. Although this situation of building a family has brought certain benefits to property management, for example, some housing maintenance problems and equipment and facilities problems can be resolved through negotiation. But more is to make property management work impossible. Many problems require layer-by-layer approval, resulting in long-term management, affecting the quality of service management and the healthy development of property management companies. On the other hand, the rights and responsibilities between the various property management offices and positions are unclear, the division of duties is unreasonable, and the staffing is unscientific, resulting in inefficient work, redundant staff, broken work chains, and unsmooth work processes. The work can not be completed normally, quickly and effectively, which greatly affects the improvement of service level.
Third, the foundation is weak and it is difficult to operate normally. First of all, due to the early development of some properties, the aging of equipment and facilities, the difficulty of maintenance and the high maintenance cost have brought great pressure to all aspects of work. Secondly, there are many problems left in the early stage, and property management is difficult to solve on its own. There are many contradictions between property management and developers, and between construction units and owners. The property management income is meager, making it difficult for property management income to meet normal expenditures. This makes it difficult for property management to improve equipment and improve services, resulting in low service levels, high complaints rates from owners, and dissatisfaction with services, which in turn leads some owners to refuse property management fees. This has caused property management to fall into a vicious circle.
Fourth, the lack of professional management staff. Due to the relative lack of professional knowledge of the employees in the enterprise, most of them are engaged in property management in the middle. Although the experience is relatively rich, they lack systematic theoretical knowledge. And because of problems, funds and other issues, companies rarely introduce professional management personnel, which leads to poor service awareness and lack of conceptual innovation, making property management difficult to enter the track of sound development.
These problems affect the development of Haina's property. In order to improve the property management status of our company and establish the company's property management brand, we may take the following measures to promote the rapid and healthy development of the company.
1. Clarify power and responsibility. In order to take the brand road, Haina Property must take the road of independent development, clarify the relationship with the head office, distinguish the boundaries of responsibility, enjoy the right to carry out various tasks independently, and assume its responsibility as a property management enterprise. In addition, each property office should also strengthen its own management, rationally divide departments, scientifically arrange positions, standardize the responsibilities of various departments, and achieve “all things are related, everything is closed” to rationalize the property management process and clarify the staff of each department. Responsibilities and rights.
2. Establish and improve regulations and systems. A successful enterprise must have a set of rules and regulations that are scientific, reasonable, and suitable for the characteristics of the company to regulate the behavior of employees. To establish a Haina property brand, we must improve regulations and systems as a guarantee. This includes the establishment of a set of necessary systems such as quality assurance system, fee management system, financial system, and job evaluation system. It also includes a series of stylized programs such as property management service workflow, complaint acceptance program, repair and maintenance program, and emergency handling program. specification. Only by perfecting these regulations and systems, and actively implementing them, can we build a successful enterprise and establish the Haina property brand.
3. Improve the property management environment. To improve the management environment, we must straighten out the relationship between various parties so that all departments can coordinate and cooperate. Reduce spending on unnecessary links to improve equipment and facilities. In the case of limited funds, we will provide the highest quality service to the greatest extent, and do our utmost to meet the reasonable requirements of the owners, so as to increase the charging rate and increase the income of the enterprise, so that the company can embark on a virtuous circle and be able to operate independently.
4. Improve the quality of employees. Only by improving the overall quality of employees can we form an excellent team and build a successful enterprise before we can establish a Haina property brand. Improve the quality of employees can start from the following aspects, on the one hand, internal training. Regularly carry out business knowledge, professional knowledge, and service-awareness learning activities to improve the overall business level and service awareness of employees; on the other hand, from excellent property companies, please provide professional and knowledgeable, experienced and experienced experts to conduct training and learn excellence. Successful experience of property management companies; finally, the introduction of talent. Enterprises should introduce some talents with rich professional knowledge to supplement fresh blood, improve the vitality and innovation of enterprises, and promote the development of enterprises and the establishment of brands.
5. Establish a corporate culture. The service characteristics of property management companies determine that the quality of employees must be improved from a cultural level. Only by establishing a corporate culture that suits the characteristics of the company, and highlighting corporate values from the height and level of culture, to standardize the service level and service attitude of employees. Service awareness. This will promote the normal operation and rapid development of the enterprise.
In short, when Haina Property takes the brand road, it should comprehensively improve management, clarify the duties and rights between companies, departments, and positions, establish and improve various rules and regulations, rationalize and coordinate various aspects, and form high quality. The excellent management team has established a corporate culture that suits the characteristics of the Haina property and establishes a brand new Haina property image. In addition, due to the large number of communities under the jurisdiction of the Haina Property, the properties and owners of the various properties have different characteristics, and the building properties vary greatly. Therefore, different improvement measures should be taken according to the characteristics of each place. The following is only a preliminary understanding of the various places, talking about the development ideas of the following places.
I. Linhai property standard management, excellence
Linhai Community is an early development of the property community of our company. It has a large management area, complex residential population and difficult management. However, relative to several other districts, Linhai's property management started earlier, is relatively mature, and has achieved considerable results. Linhai's property management is relatively shaped, and the setting of each department and the configuration of posts are relatively reasonable. It is also a model of property management in Rizhao. But the lack of comparison with other excellent property management is also very obvious. There are still many deficiencies that need improvement. In view of the actual property management of Linhai Community, it is possible to adopt a strategy of further standardizing management and keeping improving. Specifically, on the one hand, the company further improved various rules and regulations within the company, and strengthened implementation, streamlined the work process, and made its management process smoother; learn from better peer companies, standardize service behavior, and move to higher-level properties. Manage the enterprise to be in line, and strive to further improve the profit level in the current situation of independent and normal operation. On the other hand, work hard on the details to improve service quality, such as employee service awareness and service attitude. Only in this way can the quality of service be improved and the enterprise can progress.
2. Shanhaitian Property rationalizes ideas, innovative management
Shanhaitian Property, in various places, is a relatively special place. As a villa area, Shanhaitian has complete facilities and facilities, and all kinds of intelligent equipment management is ahead of schedule. Despite the higher quality of service management, the management is relatively easy due to its low occupancy rate. This particularity requires Shanhaitian's property management. At present, it is impossible to adopt a normal management model like other property companies, because the property management of the property is mainly the management of properties, including housing maintenance, greening management, and sanitation. Management of security, security, etc., there are very few services directly directed at the owner. In this case of property management, we should re-consider the ideas and carry out innovation management according to the actual situation. For example, in some departments and positions set by some companies, it is not necessary to set or arrange as few people as possible. Some positions can be combined to reduce expenses, which of course must be without affecting the quality of normal service. Therefore, the property management of Shanhaitian Villa can adopt a management mode suitable for its particularity and carry out innovative management.
3. The high starting point of the urban garden, strict requirements, creating a brand
Compared with other properties, the urban garden is quite superior in terms of hardware and supporting facilities. Not only greening is in place, but various intelligent systems, such as anti-theft alarm systems and visual electronic intercom systems, are fully equipped. In addition, the location of the office is relatively high, the property is taken early, the problems can be detected early, and the management staff has a strong sense of service. These laid a solid foundation for the development of urban garden property management. This requires that the property management here must have a high starting point and strict requirements, creating a model of the Heiner brand. It is possible to boldly introduce a formal scientific management model for excellent property management in the field, and the positioning should be high. From the beginning of its establishment, it is required to be an excellent property management enterprise, from the management system, management model, personnel requirements, and post equipment to the best properties. The management company is on par with each other and strives to make the city garden a boutique of Haina property. The City Garden will be one of the most promising properties of the Haina property and the key to creating a brand at Haina Property. Inevitably start from the following aspects. First, pay attention to internal management. Good internal management is the guarantee for the survival of enterprises. Strengthen the internal management of the enterprise to develop a standardized management system, scientific post arrangements, rational division of departments, and the introduction of professional and technical management talents. Building a good team is critical to the ongoing management of the urban garden property. Second, strengthen external services. Further improve the staff's service awareness, provide owners with a full range of three-dimensional humanized services, and create a safe, comfortable and convenient life, work and learning environment for the owners. Only in this way can we establish a good image of the company and create a classic brand of Haina Property.
Fourth, the same property to survive, promote development
Due to the early development of the same property, the management has changed several times, and the problems left over by history are serious, making it a difficult place to survive. First of all, the property is outdated, the pressure on housing and equipment maintenance is high, and many contradictions with the owners, the property is incapable of solving, which further aggravates the contradiction between the property and the owner. Secondly, the relationship between the property and the company is intricate, making it a difficult survival between the owner and the company. The independent survival of the same property will be the key issue. Therefore, under the premise of minimizing the cost, we must serve the owners to the maximum extent, and coordinate the relationship in all aspects, in order to survive and promote the normal operation of the enterprise.
In short, the brand road of Haina Property, despite facing a series of problems, will certainly be a broad road and an inevitable requirement for survival and development. I believe that through the efforts of all Haina people, it will succeed!
First, internal management is not standardized. First of all, the Haina property is affected by the development of the entire property management of Rizhao. Several property management systems have followed the old management model. The division of labor is not clear enough, the system is not perfect, there are few stylized and standardized work processes, and most of them are simple and extensive management. Secondly, due to the numerous problems involved in property management, the various systems are not perfect, the various relationships are complicated, and there are many relationships that need to be coordinated and dealt with, so that the various property offices put a lot of energy into dealing with various relationships, including handling property offices and groups. The relationship between the company, the relationship between the property and the administrative department, and the relationship between the relevant owners. Dealing with these relationships is of course beneficial to the development of property management, but when it neglects internal management and external services, it is inevitable that the cart before the horse will be reversed. This has affected the healthy development of property management.
Second, the responsibility is unknown. Unclear rights and responsibilities are the main obstacles affecting the development of enterprises. This includes two aspects, one is between the property offices and the head office. Due to the special nature of our company's property management, the property management in each place was prepared by the head office as a developer. Most of the property management personnel were staffed by the group companies from various positions, which led to the construction. Inconsistent with the management, the intangible increases the difficulty of property management. Although this situation of building a family has brought certain benefits to property management, for example, some housing maintenance problems and equipment and facilities problems can be resolved through negotiation. But more is to make property management work impossible. Many problems require layer-by-layer approval, resulting in long-term management, affecting the quality of service management and the healthy development of property management companies. On the other hand, the rights and responsibilities between the various property management offices and positions are unclear, the division of duties is unreasonable, and the staffing is unscientific, resulting in inefficient work, redundant staff, broken work chains, and unsmooth work processes. The work can not be completed normally, quickly and effectively, which greatly affects the improvement of service level.
Third, the foundation is weak and it is difficult to operate normally. First of all, due to the early development of some properties, the aging of equipment and facilities, the difficulty of maintenance and the high maintenance cost have brought great pressure to all aspects of work. Secondly, there are many problems left in the early stage, and property management is difficult to solve on its own. There are many contradictions between property management and developers, and between construction units and owners. The property management income is meager, making it difficult for property management income to meet normal expenditures. This makes it difficult for property management to improve equipment and improve services, resulting in low service levels, high complaints rates from owners, and dissatisfaction with services, which in turn leads some owners to refuse property management fees. This has caused property management to fall into a vicious circle.
Fourth, the lack of professional management staff. Due to the relative lack of professional knowledge of the employees in the enterprise, most of them are engaged in property management in the middle. Although the experience is relatively rich, they lack systematic theoretical knowledge. And because of problems, funds and other issues, companies rarely introduce professional management personnel, which leads to poor service awareness and lack of conceptual innovation, making property management difficult to enter the track of sound development.
These problems affect the development of Haina's property. In order to improve the property management status of our company and establish the company's property management brand, we may take the following measures to promote the rapid and healthy development of the company.
1. Clarify power and responsibility. In order to take the brand road, Haina Property must take the road of independent development, clarify the relationship with the head office, distinguish the boundaries of responsibility, enjoy the right to carry out various tasks independently, and assume its responsibility as a property management enterprise. In addition, each property office should also strengthen its own management, rationally divide departments, scientifically arrange positions, standardize the responsibilities of various departments, and achieve “all things are related, everything is closed” to rationalize the property management process and clarify the staff of each department. Responsibilities and rights.
2. Establish and improve regulations and systems. A successful enterprise must have a set of rules and regulations that are scientific, reasonable, and suitable for the characteristics of the company to regulate the behavior of employees. To establish a Haina property brand, we must improve regulations and systems as a guarantee. This includes the establishment of a set of necessary systems such as quality assurance system, fee management system, financial system, and job evaluation system. It also includes a series of stylized programs such as property management service workflow, complaint acceptance program, repair and maintenance program, and emergency handling program. specification. Only by perfecting these regulations and systems, and actively implementing them, can we build a successful enterprise and establish the Haina property brand.
3. Improve the property management environment. To improve the management environment, we must straighten out the relationship between various parties so that all departments can coordinate and cooperate. Reduce spending on unnecessary links to improve equipment and facilities. In the case of limited funds, we will provide the highest quality service to the greatest extent, and do our utmost to meet the reasonable requirements of the owners, so as to increase the charging rate and increase the income of the enterprise, so that the company can embark on a virtuous circle and be able to operate independently.
4. Improve the quality of employees. Only by improving the overall quality of employees can we form an excellent team and build a successful enterprise before we can establish a Haina property brand. Improve the quality of employees can start from the following aspects, on the one hand, internal training. Regularly carry out business knowledge, professional knowledge, and service-awareness learning activities to improve the overall business level and service awareness of employees; on the other hand, from excellent property companies, please provide professional and knowledgeable, experienced and experienced experts to conduct training and learn excellence. Successful experience of property management companies; finally, the introduction of talent. Enterprises should introduce some talents with rich professional knowledge to supplement fresh blood, improve the vitality and innovation of enterprises, and promote the development of enterprises and the establishment of brands.
5. Establish a corporate culture. The service characteristics of property management companies determine that the quality of employees must be improved from a cultural level. Only by establishing a corporate culture that suits the characteristics of the company, and highlighting corporate values from the height and level of culture, to standardize the service level and service attitude of employees. Service awareness. This will promote the normal operation and rapid development of the enterprise.
In short, when Haina Property takes the brand road, it should comprehensively improve management, clarify the duties and rights between companies, departments, and positions, establish and improve various rules and regulations, rationalize and coordinate various aspects, and form high quality. The excellent management team has established a corporate culture that suits the characteristics of the Haina property and establishes a brand new Haina property image. In addition, due to the large number of communities under the jurisdiction of the Haina Property, the properties and owners of the various properties have different characteristics, and the building properties vary greatly. Therefore, different improvement measures should be taken according to the characteristics of each place. The following is only a preliminary understanding of the various places, talking about the development ideas of the following places.
I. Linhai property standard management, excellence
Linhai Community is an early development of the property community of our company. It has a large management area, complex residential population and difficult management. However, relative to several other districts, Linhai's property management started earlier, is relatively mature, and has achieved considerable results. Linhai's property management is relatively shaped, and the setting of each department and the configuration of posts are relatively reasonable. It is also a model of property management in Rizhao. But the lack of comparison with other excellent property management is also very obvious. There are still many deficiencies that need improvement. In view of the actual property management of Linhai Community, it is possible to adopt a strategy of further standardizing management and keeping improving. Specifically, on the one hand, the company further improved various rules and regulations within the company, and strengthened implementation, streamlined the work process, and made its management process smoother; learn from better peer companies, standardize service behavior, and move to higher-level properties. Manage the enterprise to be in line, and strive to further improve the profit level in the current situation of independent and normal operation. On the other hand, work hard on the details to improve service quality, such as employee service awareness and service attitude. Only in this way can the quality of service be improved and the enterprise can progress.
2. Shanhaitian Property rationalizes ideas, innovative management
Shanhaitian Property, in various places, is a relatively special place. As a villa area, Shanhaitian has complete facilities and facilities, and all kinds of intelligent equipment management is ahead of schedule. Despite the higher quality of service management, the management is relatively easy due to its low occupancy rate. This particularity requires Shanhaitian's property management. At present, it is impossible to adopt a normal management model like other property companies, because the property management of the property is mainly the management of properties, including housing maintenance, greening management, and sanitation. Management of security, security, etc., there are very few services directly directed at the owner. In this case of property management, we should re-consider the ideas and carry out innovation management according to the actual situation. For example, in some departments and positions set by some companies, it is not necessary to set or arrange as few people as possible. Some positions can be combined to reduce expenses, which of course must be without affecting the quality of normal service. Therefore, the property management of Shanhaitian Villa can adopt a management mode suitable for its particularity and carry out innovative management.
3. The high starting point of the urban garden, strict requirements, creating a brand
Compared with other properties, the urban garden is quite superior in terms of hardware and supporting facilities. Not only greening is in place, but various intelligent systems, such as anti-theft alarm systems and visual electronic intercom systems, are fully equipped. In addition, the location of the office is relatively high, the property is taken early, the problems can be detected early, and the management staff has a strong sense of service. These laid a solid foundation for the development of urban garden property management. This requires that the property management here must have a high starting point and strict requirements, creating a model of the Heiner brand. It is possible to boldly introduce a formal scientific management model for excellent property management in the field, and the positioning should be high. From the beginning of its establishment, it is required to be an excellent property management enterprise, from the management system, management model, personnel requirements, and post equipment to the best properties. The management company is on par with each other and strives to make the city garden a boutique of Haina property. The City Garden will be one of the most promising properties of the Haina property and the key to creating a brand at Haina Property. Inevitably start from the following aspects. First, pay attention to internal management. Good internal management is the guarantee for the survival of enterprises. Strengthen the internal management of the enterprise to develop a standardized management system, scientific post arrangements, rational division of departments, and the introduction of professional and technical management talents. Building a good team is critical to the ongoing management of the urban garden property. Second, strengthen external services. Further improve the staff's service awareness, provide owners with a full range of three-dimensional humanized services, and create a safe, comfortable and convenient life, work and learning environment for the owners. Only in this way can we establish a good image of the company and create a classic brand of Haina Property.
Fourth, the same property to survive, promote development
Due to the early development of the same property, the management has changed several times, and the problems left over by history are serious, making it a difficult place to survive. First of all, the property is outdated, the pressure on housing and equipment maintenance is high, and many contradictions with the owners, the property is incapable of solving, which further aggravates the contradiction between the property and the owner. Secondly, the relationship between the property and the company is intricate, making it a difficult survival between the owner and the company. The independent survival of the same property will be the key issue. Therefore, under the premise of minimizing the cost, we must serve the owners to the maximum extent, and coordinate the relationship in all aspects, in order to survive and promote the normal operation of the enterprise.
In short, the brand road of Haina Property, despite facing a series of problems, will certainly be a broad road and an inevitable requirement for survival and development. I believe that through the efforts of all Haina people, it will succeed!
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