How to write a social survey about real estate?

Through the practice in all parts of the company, I got a preliminary understanding of the property management in all parts. In this process, I learned the specific business knowledge in property management and enriched my professional knowledge. It laid a solid foundation for normal work in the future. During my internship, I deeply realized the advantages of Haina Property and its influential position in Rizhao. Although Haina Property has only developed for a few short years, it has made such great achievements, which is inseparable from the spirit of struggle, innovation and challenge of Haina people. But while seeing the achievements, I also found some problems that affect the development of Haina property, which are summarized as follows.

First, internal management is not standardized. First of all, Haina Property is influenced by the development of Rizhao's entire property management, and the property management in several places has almost followed the old management model. The division of labor is not clear enough, the system is not perfect enough, there are few procedural and standardized workflows, and most of them are simple and extensive management. Secondly, due to many problems involved in property management, imperfect systems of various departments, complex relationships and many relationships that need to be coordinated, all property offices have put a lot of energy into dealing with various relationships, including dealing with the relationship between property offices and group companies, the relationship between property and administrative departments, and the relationship with relevant owners. Dealing with these relationships is of course beneficial to the development of property management, but when internal management and external services are ignored, it is inevitable to put the cart before the horse. This has affected the healthy development of property management.

Second, the responsibilities and rights are unclear. Unclear rights and responsibilities are the main obstacles affecting the development of enterprises. This includes two aspects, on the one hand, between the property office and the head office. Due to the particularity of our company's property management, all the property management is prepared by the head office as a developer, and most of the property management personnel are deployed from various positions by the group company, which leads to the situation that construction and management are not divided, which invisibly increases the difficulty of property management. Although, this situation of building a management company has also brought some benefits to property management, such as some housing maintenance problems and equipment and facilities problems, which can be better solved through consultation. But more is to make the property management work can not be carried out independently. Many problems need to be examined and approved at different levels, resulting in multi-head management, which affects the improvement of property management service quality and the healthy development of property management enterprises. On the other hand, the responsibilities within each property management office and between posts are unclear, the division of responsibilities among posts is unreasonable, and the staffing is unscientific, which leads to low work efficiency, surplus staff, broken work chain and poor workflow, which makes some work unable to be completed normally, quickly and effectively, greatly affecting the improvement of service level.

Third, the foundation is weak and normal operation is difficult. First of all, due to the early development of some properties, aging equipment and facilities, difficult maintenance and high cost, it has brought great pressure to all aspects of work. Secondly, there are many problems left over in the early stage, and it is difficult to solve the property management itself. There are many contradictions between property management and developers, between construction units and owners, and the income from property management is meager, which makes it difficult for property management income to operate normally and enterprises to struggle. This makes it difficult for property management to improve equipment and services, resulting in low service level, high complaint rate of owners and dissatisfaction with services, which in turn leads some owners to refuse to pay property management fees. This makes property management fall into a vicious circle.

Fourth, there is a lack of professional managers. Due to the relative lack of professional knowledge of enterprise employees, most of them are engaged in property management by halves. Although they have relatively rich experience, they lack systematic theoretical knowledge. Moreover, because of the problems of ideas and funds, enterprises rarely introduce professional managers, which leads to poor service awareness and insufficient concept innovation, and it is difficult for property management to enter the track of benign development.

These problems have affected the development of Haina Property. In order to improve our company's property management and establish a brand of property management, we will take the following measures to promote the rapid and healthy development of enterprises.

1. Clear responsibilities. If Haina Property wants to take the road of brand, it must take the road of independent development, clarify the relationship with the head office, distinguish the boundary of responsibility, enjoy the right to independently carry out various tasks, and assume the responsibility as a property management enterprise. In addition, each property management office should also strengthen its own management, rationally divide departments, scientifically arrange posts, standardize the responsibilities of each department, achieve "everyone has something to do", straighten out the property management process, and clarify the responsibilities and rights of employees in each department.

2. Establish and improve rules and regulations. A successful enterprise must have a set of scientific, reasonable and applicable rules and regulations to regulate the behavior of employees. To establish Haina property brand, there must be perfect rules and regulations as a guarantee. This includes formulating a set of necessary systems such as quality assurance system, charge management system, financial system and post assessment system, as well as a series of procedural norms such as property management service workflow, complaint acceptance procedures, maintenance procedures and emergency handling procedures. Only by perfecting these rules and regulations and actively implementing them can we build a successful enterprise and establish Haina property brand.

3. Improve the property management environment. To improve the management environment, it is necessary to straighten out the relationship between all aspects and make all departments coordinate and cooperate. Reduce the expenditure of unnecessary links and improve equipment and facilities. In the case of limited funds, we will provide high-quality services to the maximum extent and try our best to meet the reasonable requirements of the owners, so as to increase the charging rate and increase the income of enterprises, so that enterprises can embark on a virtuous circle and operate independently and normally.

4. Improve the quality of employees. Only by improving the overall quality of employees can we form an excellent team, build a successful enterprise and establish a Haina property brand. Improving 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, experts with profound professional knowledge and rich practical experience are invited from excellent property management companies for training to learn from the successful experience of excellent property management companies; Finally, introduce talents. Enterprises should introduce some outstanding talents with rich professional knowledge to replenish fresh blood, improve the vitality and innovation of enterprises, and promote the development of enterprises and the establishment of brands.

5. Establish corporate culture. The service characteristics of property management enterprises determine that the quality of employees must be improved from the cultural level. Only by establishing a corporate culture suitable for the characteristics of the enterprise and highlighting corporate values from a cultural height and level can we standardize the service level, service attitude and service awareness of employees. Only in this way can we promote the normal operation and rapid development of enterprises.

In short, Haina Property should improve its management level in an all-round way, clarify the responsibilities and rights among companies, departments and posts, establish and improve various rules and regulations, straighten out and coordinate all aspects, form a high-quality excellent management team, establish a corporate culture suitable for the characteristics of Haina Property, and establish a brand-new image of Haina Property. In addition, due to the large number of residential areas under the jurisdiction of Haina Property, the properties and owners of each place have their own characteristics, and the nature of real estate is quite different. Therefore, different improvement measures should be taken according to the characteristics of each place. The following is only a preliminary understanding of various places. Let me talk about the development ideas of various places.

1. Linhai property management standard, keep improving.

Our company developed an earlier property community, Linhai Community, which has a large management area, complicated households and difficult management. However, compared with other communities, the property management in Linhai started earlier and was relatively mature, and achieved considerable results. The property management in Linhai is relatively formed, and the setting of various departments and the allocation of posts are relatively reasonable. Rizhao is also known as the model of property management in the world. But compared with other excellent property management, the shortcomings are also very obvious. There are still many shortcomings to be improved. In view of the reality of property management in Linhai residential area, we can adopt the strategy of further standardizing management and improving. Specifically, on the one hand, the company further improved various rules and regulations, strengthened implementation, straightened out work processes, and made its management processes smoother; Learn from better peer companies, standardize service behavior, keep pace with higher-level property management companies, and further improve profitability under the current situation of independent and normal operation. On the other hand, efforts should be made to improve the service quality in details, such as employees' service awareness and service attitude. Only in this way can the service quality be improved and the enterprise progress.

2. Shanhaitian Property clarifies its thinking and innovates its management.

Shanhaitian real estate, in all places, is a special one. As a villa area, Shanhaitian has complete facilities and advanced intelligent equipment management. Although the quality of service management is high, it is relatively easy to manage because of the low occupancy rate. This particularity requires that Shanhaitian's property management can't adopt the normal management mode like other property companies at present, because the property management here is mainly about property management, including house maintenance, greening management, cleaning and sanitation, security and so on, and rarely serves the owners directly. In this case, we should reorganize our thinking and carry out innovative management according to our actual situation. For example, in some departments and posts set up by the company, we can not set up or arrange as few personnel as possible, or we can merge some posts to reduce expenses, of course, this must be on the premise of not affecting the normal service quality. Therefore, the property management of Shanhaitian Villa can adopt a management mode suitable for its particularity and carry out innovative management.

Third, urban gardens have a high starting point, strict requirements and brand creation.

Compared with other buildings, urban gardens are superior in hardware and supporting facilities. Not only the greening is in place, but also various intelligent systems, such as anti-theft alarm system and visual electronic intercom system, are complete. In addition, the office location is high, the property is taken over early, the existing problems can be found early, and the managers have a strong sense of service. All these have 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, and build a model of Haina brand. We can boldly introduce the formal scientific management mode of excellent property management in other places, and have a high positioning. Since its inception, we have positioned ourselves as an excellent property management enterprise, keeping pace with the best property management enterprises in terms of management system, management mode, personnel requirements, post allocation, etc., and striving to make the city garden a boutique property in Haina. The city garden will be the most potential place for Haina Property, and it is the key for Haina Property to build its brand. It is inevitable to start from the following aspects. First, pay attention to internal management. Good internal management is the guarantee of enterprise survival. Strengthen the internal management of enterprises, formulate standardized management system, scientific post arrangement, reasonable division of labor among departments, and introduce management talents with strong professional skills. It is very important to form an excellent team for the property management of urban gardens. Second, strengthen foreign services. Further improve the service awareness of employees, provide all-round and three-dimensional humanized services for owners, and create a safe, comfortable and convenient living, working and learning environment for owners. Only in this way can we establish a good image of the enterprise and build a classic brand of Haina Property.

Fourth, to survive by property and promote development.

Tongfa property was developed earlier, the management changed several times, the problems left over from history were serious, and the survival situation was difficult. First of all, the old property, housing and equipment maintenance pressure, many contradictions with the owners are beyond the ability to solve the property, further aggravating the contradiction between the property and the owners. Secondly, the relationship between Tongfa Property and the company is complicated, which makes it difficult for the owners and the company to survive. The independent survival of Tongfa property will be the key problem it faces. Therefore, under the premise of reducing the cost as much as possible, we must serve the owners as much as possible and coordinate the relations in all aspects in order to survive and promote the normal operation of the enterprise.

In short, the brand road of Haina Property, despite a series of problems, is bound to be a broad road and an inevitable requirement for survival and development. I believe that through the efforts of all Haina people, it will be successful!