This paper discusses the disadvantages and problems existing in the development of property management in China at present.

With the rapid development of social economy and real estate market in China, property management, as a new industry, has gradually become an important part of real estate management. The promotion and development of property management has improved the living and working environment of residents, promoted the construction of two civilizations, and made positive contributions to promoting housing construction as a new economic growth point and implementing social re-employment projects. At the same time, we should also see that the problems in the process of property management are increasingly prominent. According to the data of Shanghai Price Reporting and Complaint Center, there were 3,526 complaints about property management, accounting for 14.6% of the total complaints, making it the first of the seven hot industries of public complaints in 2003. Therefore, it is a hot issue to study the problems and countermeasures in the development of property management in China at this stage.

1. Problems in China's property management at this stage

1. 1 The construction of human resources team lags behind the development level of property management.

At present, there are quite a lot of human resources teams in China's property management enterprises, which are far from the development requirements of property management in terms of professional structure and knowledge structure. Property management by non-professionals has become one of the strange phenomena in the property management industry in China. To a certain extent, the property management market is still full of real estate development enterprises and traditional housing authority transformation personnel, and the quality of managers is generally low and services are not in place. Article 33 of the Regulations on Property Management (hereinafter referred to as the Regulations) stipulates that personnel engaged in property management shall obtain professional qualification certificates in accordance with relevant state regulations. However, few people actually engaged in property management have obtained the professional qualifications of property managers, and even fewer people have senior management qualifications (such as property management enterprise managers, department managers, "three chief teachers", etc.). This shortage of talents has seriously affected the development of the property management industry to a high level.

1.2 owners lack property knowledge

On the one hand, public opinion propaganda lacks a clear policy development direction. On the other hand, in order to attract audiences and readers, some media lack professionalism and ethics, and expand contradictory reports in property management, or are encouraged by enterprises. Enthusiastic about the quarrel of typical events, but lack of rational guidance and publicity to society, enterprises and owners, and even lack of fair and profound thinking.

1.3 Difficult property management fees are the fetters of the development of property management enterprises.

It is stipulated in the regulations that it is one of the owners' obligations to pay the property service fee on time. In property management, we should also implement the principle of "who enjoys, who benefits and who bears" to form the source of property management funds. However, there is still considerable inertia in the traditional concept of welfare housing consumption, such as the inconsistency between service standards and charging standards. Many property companies have a low range of fees and price transparency. After some companies collect property fees, some maintenance work still needs to be paid, and there are also problems in financial reports such as budget and final accounts of property fees submitted by property companies. The problem of charging still puzzles the property management enterprises, which greatly affects the healthy development of property management, and at the same time creates a bad chain for both parties of property management.

1.4 Property management enterprises are small in scale and lack market competitiveness.

According to the data, there were about 7,000 property management enterprises in China by the end of 1997, and reached more than 20,000 by the end of 2003, with an extremely rapid growth rate. In 2003, there were only 78 first-class qualified property management enterprises issued by the Ministry of Construction. Although there are a large number of property management enterprises, their market share is generally small and their management level is uneven. Enterprises lack innovation ability and imitate each other seriously, which is not conducive to their own development, nor to resist the "invasion" of Hong Kong, Macao and Taiwan regions and foreign counterparts.

1.5 the legal construction of property management still needs to be further improved.

With the reform of China's housing system, from welfare housing distribution to individual housing purchase, property management problems in residential quarters have followed. However, because the relevant legal system in China has not yet been promulgated, many group disputes have occurred in recent years. Although the Regulations on Property Management was promulgated in the State Council in 2003, and the relevant departments successively promulgated administrative regulations such as Measures for the Management of Property Service Charges and Interim Measures for the Management of Bidding in Early Property Management, the existing property management model is basically a management model that deprives owners of their right to choose and forces them to accept qualified (even unqualified) property management companies. The survey results of 70 residential quarters under the National Social Science Fund Project of China Renmin University show that 22.8% of them have serious housing quality disputes, 80% of them have serious disputes with property management companies, 34.2% of them modify their plans without authorization, 37% of them have physical conflicts and violent conflicts, and 60% of them have been seriously occupied by public property, which fully shows the shortcomings of the existing management model.

1.6 uneven development among regions

Judging from the development practice of property management in China, property management in southern areas, economically developed areas, coastal cities and big cities started earlier and developed rapidly; Northern areas, economically underdeveloped areas, inland cities and small and medium-sized cities are relatively slow. Shenzhen is a well-developed city in China. Among the first batch of 40 first-class property management qualified enterprises announced by the Ministry of Construction, Shenzhen accounts for 18. There are 146 residential quarters in the city that have won the title of "National Excellent Urban Property Management Community", accounting for 1/7 of the whole country. According to incomplete statistics, by the end of 2002, the coverage rate of property management in China had accounted for 38% of the total property, and that in economically developed cities had reached more than 50%. It can be seen that there is a considerable gap in property management between economically developed areas and economically underdeveloped areas.