1、中文 2020 字 本科毕业设计（论文） 外 文 翻 译 原文： How Many Properties Can a Property Manager Manage ? The oldest question in the real estate management profession is, How many properties can a property manager manage ? The answer has always been, Well ,it depends. Executive property managers often use their intuitio
2、n to determine when a property manager has reached the maximum number of properties he or she can manage. However, quantifying the number of properties a property manager can manage can be achieved methodically. METHOD TO THE MADNESS Calculating the number of properties a manager can manage first re
3、quires evaluating the operations of a company and then rating the management activities of each property. To achieve this, companies should develop a point system taking such factors into consideration. To develop a point system, the executive property manager must first determine a set of criteria
4、used to evaluate the companys management philosophy, how its operations work and the experience of its property managers. Each property should then be assigned a score based on its management activities as they relate to the determined criteria. Companies also need to establish a range of points eac
5、h property manager should be able to handle. They can then assign managers properties with a total point score within that range. Ultimately, the final determination of the number of properties a property manager can manage combines the objectivity of the evaluation process and the executive propert
6、y managers intuitive understanding of how his or her company and managers operate. This process can be used to evaluate a variety of commercial and residential property types. An evaluation form can easily be developed for any property type or a portfolio of mixed-property types. INVARIABLY COMPLEX
7、To accurately assess a company, five variables should be taken into account. Each of the variables is used to determine how the property management company operates, which then forms the base for the range of property points within a portfolio that a typical property manager could manage. The first
8、variable to consider when assessing a company is whether a property management company or division is managing properties owned by the firm or its parent company-known as in-house management or whether the firm is providing third-party management services. Generally, managing in-house properties is
9、easier than managing third-party properties: In-house management has one client with one set of goals and objectives, one accounting system, one set of reporting requirements and uses one property management software program. Firms providing third-party management services, however, have multiple cl
10、ients with different goals and objectives, more reporting requirements, multiple required software programs, and the list goes on. As a result, property managers working for firms managing their own properties should be able to manage more properties or be assigned a higher number of property points
11、 than property managers working for third-party property management firms. Another variable to consider when assessing a company is its operations. The firm should take a close look at its administrative and accounting support, the supervision and resources available to its property managers and add
12、itional duties assigned to property managers. Some firms assign accounting responsibilities like calculating the commercial tenants prorata share of pass-through charges, year-end reconciliations and percentage rent adjustments to their property managers. Other firms believe their accounting personn
13、el can more efficiently and accurately perform these calculations and would rather have their property managers in the field managing their properties. Property managers who are lacking or sharing administrative assistants, or who are assigned additional duties like leasing, accounting tasks and ten
14、ant improvement supervision, will have less time to manage properties. If this is the case they should be assigned fewer properties to manage. Even so, the income from transactions and tenant improvement supervision often far exceeds the income generated by assigning one or two more properties to a
15、property managers portfolio. The level of service provided by the property management firm is also an important variable that should be analyzed. All property owners do not need the same level of service. Institution owners require a higher level of service than local owners who visit their property
16、 regularly and do not need sophisticated accounting reports. In fact, the local owner will prefer to pay a lower fee for a lower level of service. The final variable companies should take into account while doing their assessment is the experience and capabilities of their property managers. Experie
17、nced property managers can manage a larger or more challenging portfolio than a neophyte. Firms should develop two ranges of points their property managers can manage, one for the experienced manager and the other for the entry level property managers. The work habits and efficiency of the property
18、manager will also determine the number of properties he or she can manage. Does the property manager have transaction experience leasing, refinancing or selling properties? Can the property manager supervise or coordinate tenant improvements? These and other skills will determine which properties an
19、d the number of properties a property manager can manage. ANALYZE THIS After assessing the management company, a rating system is then developed for each property and its management activities. Each property management activity and the propertys location are assigned a number and they are totaled for a propertys score. When developing the points for each propertys management activity , the executive property manager considers a whole new set of variables(discussed in the sidebar on page 42) to develop a baseline for each management activity. Each
