How does a property manager manage employees?

There are usually two ways to enter a management position. One is to have special professional and technical ability and be entrusted with management responsibility. The other is to show artistic ability and charm in management. The following is how I organize property managers to manage employees. Welcome to reading.

How does a property manager manage employees? 1 1. Improve your team.

Once a person takes up a management position, especially a major management position, his success is no longer to develop himself, but to develop others. In other words, the process of leaders exercising leadership authority is, to a great extent, the process of constantly discovering and developing others. This process is the process of team promotion. In Welch's words, "before you become a leader, success is only related to your own growth." When you become a leader, success is related to the growth of others. "The team with the best players doesn't always win the final victory, but under the same conditions, the chances of winning are higher. As a manager, you should create this better condition or environment than this. In other words, as a manager, you are not making yourself stronger, but making employees stronger and more cooperative.

2, integrity, win the trust of people.

As a manager, first of all, you should be honest, upright, transparent and authoritative, and build others' trust in yourself. For some people, becoming a manager means starting their own journey of power. In order to maintain their authority, they use some dirty means, and at the same time, they like to keep a sense of control over people and information. So they will keep a secret, don't reveal their thoughts on employees, their own performance, and store their thoughts on the future development of the company. Of course, this behavior allows leaders to establish their own territory, but it excludes trust in the team. When leaders show sincerity, frankness and trustworthiness, trust appears, and things are as simple as that. Your employees should always know how they are doing and how the company's business is progressing. As a leader, you must overcome your instinct and don't try to cover up or whitewash those bad information, otherwise, you may lose the trust and energy of the team.

3. Know the fun of work.

Happy employees will provide relatively high-quality service. Let your employees feel the joy of work, and don't put pressure outside of work, otherwise they will get tired of dealing with irrelevant things.

4. Let employees have dreams.

New employees often have a personal vision, which sometimes conflicts with the company's vision. Denying or rejecting them is a big move, because it is time to guide, make development plans for employees, and strive to combine the two visions into one and guide the company's development track. Even if you can't, you have established a resource for the company or individual, because both now and in the future, employees who are on-the-job or leave are our resources, just like our customers.

5. Learn to share your work.

When you become a leader, sometimes you can't help but have such an impulse. You want to say, "Look at my achievements." When your team performs well, you want to take all the credit to yourself. Being a leader doesn't mean giving you a crown, but giving you a responsibility to bring the best potential of others into play. In order to achieve this goal, you must make your employees trust you. * * * Share the results of work. Who is happy when you have fun alone and with others? In order to gain the trust of employees, leaders should also formulate clear reward and punishment measures and set an example. Never seize your own achievements and steal other people's good ideas for yourself. We should have enough confidence and reason, and we don't need flattery and bullying. Sooner or later, the success of the team is recognition of itself.

6. Be good at listening and dare to admit mistakes.

A cobbler is better than a wise man. "As the saying goes, no one is perfect, managers are not saints, and it is not surprising to make mistakes. Never cover up your mistakes by maintaining authority, it will make you more stupid.

7. Face up to relevant opinions and suggestions.

Finding the problem will solve half the problem. Each of us likes positive views, and we tend to be hostile to negative views. But as managers, we should be good at listening and facing up to this problem. Some need clarification and explanation, and some will become positive opinions and suggestions. Finally, once again, managers should manage themselves and influence others. I hope that people who are managers or will become managers can be encouraged by this. An excellent manager must first manage himself. If he is not self-disciplined, self-respecting and self-reliant, how can he be convincing? No matter how big or small the management is, only by starting from the details and laying a good foundation for management can we reflect the talent and effect of management!

How does a property manager manage the relationship between employees and profits?

Every residential property manager is like an ancient satrap. He is not only responsible for regional security, but also knows how to control the profitability and management costs of residential areas. At the same time, community managers should do a good job in spiritual civilization construction and cannot ignore Jingzhou. In a residential property management team, the actual management leader is the residential manager, who is just like the commander-in-chief in the army. This commander-in-chief should not only lead by example, but also have certain credibility. Because in the actual property management, the community administrator not only manages the staff, but also manages the "private affairs" between the owners, and sometimes turns to the property, then the property must be in a certain credibility and not take sides. Therefore, club managers should not only practice their internal skills, but also practice their moves.

The so-called practice of internal strength is the internal management of the property management office of a property company or community. Whether property management or property service is good, we should manage things well and serve people (owners) well. Essentially, it is the handling of interpersonal relationships. In order to establish a certain prestige in the property management company and have its own unique personality, the community manager must formulate a basic principle, that is, not to compete with the superior leaders for fame and profit. Community managers are grassroots managers and leaders. His authority depends on different property companies. For example, some community managers have the right to control the community economy or part of it; Some regional managers have the right to appoint or remove personnel or some personnel. These are all subject to the company system. But there are also intangible forces and intangible assets. For community managers, there will always be an advanced appraisal every year, and excellent property managers will have an appraisal every year. We know that all honors are nothing to community managers, but they are not all floating clouds, and some can add points to the future career development of community managers. What is contention? That is to say, when only a few things can't be owned by everyone, those things must be contested. We saw the Yongzheng dynasty, just like several brothers vying for the throne. Therefore, for superior leaders, community managers should pay attention to the following points:

First, seven points of credit go to the superior leaders, and three points go to themselves. An excellent community manager must also have an excellent company manager, that is, the manager who leads the community manager, some of whom may be the regional manager or the vice president in charge. Therefore, when the property industry commends the community, it must inform its superior leaders to let him know that the honor of the community cannot be separated from his usual care and guidance. When writing a management report, we must clearly describe the outstanding leaders of our superiors and the process of achieving excellent results, but we must not exaggerate them too much. We should all owe our work to our superiors, which is their credit. So what does the community manager do for himself?

Second, don't underestimate or be careless. The ability of the leader is also uneven, but he is your leader, and the official level is overwhelming. You can't underestimate him. Of course, leaders have different personalities. Some of them are so smart that you can't guess their psychological activities at all. Some people are outspoken and talk like cannons, and then they will be fine. Therefore, different measures should be taken for different superior leaders. However, there are two basic principles that cannot be violated. Instinctively belittle your superiors. It used to be said that beating a dog depends on its owner, and the dog's own owner can't afford it.

You can't underestimate this meaning. Although your superior leader looks kind and somewhat cowardly and kind, his heart may not be kind. You can't be too professional and too strong in front of him because you don't know what his internal strength is. If his skill surpasses yours, you will be worthless in his mind from now on. Weak leaders are generally narrow-minded, so you should talk more about difficulties and less about professional problems. Not sloppy means that a superior leader visited the community and asked the community manager a question. Some questions are answered concisely, and some questions look simple, but they may not be answered immediately. Some leaders ask questions that you think are low-level or ordinary, but if you meet someone who is interested in investigating you, you are finished. For example, a regional manager asked how many water tanks there were in the community. You may be able to answer it. If I ask you what your tonnage is, I'm afraid I can't answer it for a while. For another example, some vice presidents in charge ask how many motor vehicles are parked in the community, and you may quote a rough figure. If the leader in charge has the actual data, he will think that you are not serious about your work. Really, do we think it's important? Just like Ji Xiaolan, who has iron teeth and copper teeth, asked Xiao Shenyang how many words there were in Zuo Zhuan. Is it meaningful for you to ask this question Of course, it is of little significance to the book itself, but this boring question put forward by the leader is not meaningless, because he is likely to have a purpose. Therefore, the village manager can't look down on his superiors or be careless.

Third, don't care about the upper dynamics, especially the gossip. Promotion is also the direction of most community managers' efforts, unless you think it is unnecessary. Most people know that whoever has power has the right to speak. The greater the power, the more effective what he says. Not caring about the upper dynamics refers to the disharmony between teams. Of course, any team, the bigger the team, the greater the possible friction, and there will inevitably be contradictions in crowded places, which is also one of the characteristics of China. What we should care about is the upper-level dynamics, just to see if it is beneficial. For example, the company's development plan, look at their future development prospects in the company, this can be concerned. But it's more about things between companies or between company leaders. You know, leaders are most taboo to discuss leadership with the following employees. If the discussion is forgotten, it will be heard by the leaders who are discussing it, and it will be known by the leaders that the discussion is fruitful, which will cause the leaders to doubt the employees below. Doubt is the bane of contradiction. Some even fell from the sky. Of course, it is not excluded that a superior leader will take the initiative to "talk" with you. At that time, you may be looking at your attitude towards the upper class, or it may be a personal vent. In either case, you can't enter the play by yourself, otherwise you may be trapped indirectly. Just like driving a car. If you don't hit others, others will hit you. China people have a great love interest, such as going to the theatre and acting. Therefore, no matter how good the coach is, when you play ball, the coach is yourself.

Employee's interests

Property management, especially residential property management, is a meager profit industry or enterprise. Regardless of the contract system or the reward system, the profit of property services is generally around 10%, and some even less than 10%. In Shanghai, according to the management standard of 50,000 square meters, the salary of the community manager is generally 3,500 to 4,000, even if it is about 65,438+10,500. The salary of security guards is calculated according to a 50,000 square meter residential area, which is generally around 1500, and the general property customer service or administrator receptionist is 2000 yuan. Then, the per capita income of the property industry is lower than that of Shanghai. Even so, although the community manager is a sesame official, no matter how small the official is, he should manage and lead the property management team. From the management point of view, the incentive factors for employees are also very important, and the enthusiasm of employees comes from material basis or monetary rewards. The income of security, cleaning and maintenance personnel of residential property also depends on the subjective factors of residential property managers. What I'm talking about here is not competition with employees, but mainly in the following aspects:

First, the distribution of rewards or bonuses should be reasonable. Both the salary system and the contract system include various bonuses or other material rewards for employees in the middle of the year. In the cost accounting of residential property, in addition to the employee benefits stipulated by the state, some residential managers often "sprinkle pepper noodles" in the bonus calculation or this part. In fact, for employees, in addition to the fixed monthly remuneration, they can also get additional material or economic rewards and adjust their work mentality. However, for some communities, property management companies implement the target responsibility system for community managers and bundle the rewards for all community employees. In other words, the company will allocate a bonus to the residential property according to the collection rate or target of the property fee completed by the residential area, which will be allocated by the residential manager. In other words, the bonus of the community manager is tied with security, cleaning and maintenance. Then, here is a question of "distribution according to work". How to distribute the bonuses of security, cleaning and maintenance personnel or administrators reasonably? Traditionally, all assignments are based on grades. Even if this employee doesn't have any outstanding performance at ordinary times, because of his high position, the allocated number is a little higher than others.

If you are a security captain or foreman, the bonus may be a little more than that of the security team, and the department manager is a little more than the general administrator, not to mention the community manager. However, we have misunderstood the concept of bonus. Bonus is not salary. The salary is determined according to the different levels of the position, but the bonus is determined according to the individual's work performance. Many enterprises implement performance appraisal, and the standard reward method of this appraisal is still determined according to the level, which I think is unfair. As a bonus, we should reward employees according to their performance and achievements. If the security guard does a good job and makes certain achievements, the bonus may not be lower than that of the administrator. If security and cleaning are regarded as the lowest-level workers, they will never be treated equally. Bonuses are used to reward employees' work efficiency and outstanding performance in a certain period of time. Also, for bonus distribution, don't look at emotional factors, but engage in relationship factors. It is said that foreigners are passionate and romantic, and so are China people. However, for our supervisors or leaders, it is a test whether they can be fair under passionate circumstances, which can be said that most people can't do. Too much affection leads to indirect loss of others' interests.

Second, withholding bonuses is not an effective management method. The deduction bonus here is clearly divided into deduction and implicit deduction. Mingkou is a punishment for employees who don't abide by labor discipline or violate the relevant provisions of the employee manual. Implicit deduction is a bonus that should be considered but not considered in the cost budget. Some community managers set up friendly operations for bonuses in order to increase profits or look at accounting books. In fact, this is against the interests of employees. An economic operation that can't even guarantee bonuses will not produce positive benefits. Employees in a property community can only rely on wages, so the management energy efficiency of this community is not high. So some enterprises can't do much, many reasons are the benefits of employees' working environment. If you want to compare all aspects of the two property companies, you can basically see what kind of enterprise this is as long as you go to the communities under their respective jurisdiction to have a look at the mental outlook of employees, including work clothes.

As we know, security is a lower position in property management. Every time I talk about the treatment of security guards, many community managers frown, which seems a bit ridiculous. Although the treatment of security guards is generally low, security guards also earn the most gray income in all positions. The security salary of many residential quarters in Shanghai is the lowest in this city (20 1 1 year standard), but their actual income is above 1280 through various channels. The main source of security guards' so-called gray income is the parking fee for motor vehicles entering and leaving the community, that is, the vehicles parked temporarily, which varies from 5 yuan to 10 yuan according to the parking time. Some owners or visiting guests drive into the community, and the security guards do not invoice the owners after collecting parking fees, and the money goes into "public funds". Why is it called "Public Offering of Fund"? Seriously speaking, this behavior is called corruption. Don't underestimate a parking invoice for 5 yuan, which is not a big amount. A month later, it won't be hundreds, thousands or even tens of thousands.

Moreover, temporary parking fees are generally included in public maintenance funds and property management fees, so misappropriation of parking fees is misappropriation of the interests of owners. Of course, the security guard will not embezzle all the parking fees, but you can keep the parking invoices for yourself. However, the aforementioned public fund is due to the security rotation, and the access and charges of vehicles are related to the security of each team. For example, the security guard on the morning shift records the time when vehicles enter the community, and some vehicles have to hear it at night, so the parking fee will be charged by the security guard on the night shift. In other words, this improper parking fee needs the cooperation of security guards. The so-called audience has a share. A month later, the money from the public fund became a small security guard. According to the size of the community, the corresponding amount of public funds is different. We said, can we rectify this phenomenon? Yes, but places with strict systems are the most insecure. Therefore, the deduction of bonuses will not play an effective guarantee role.

How does a property manager manage employees? 3 1. Let everyone know their position and don't forget to discuss their work performance with them.

2. Give rewards, but the rewards should be commensurate with the results;

3. If there is any change, it should be notified in advance. If employees can receive the notice first, their work efficiency will be higher.

4. Let employees participate in plans and decisions related to their immediate interests;

5. Trust employees and win their loyalty and trust;

6. Get in touch with employees on the spot and learn about their hobbies, habits and sensitive things. Knowing them is your capital;

7. Listen to the suggestions of subordinates, who also have good ideas;

8. If someone behaves strangely, pursue it;

9. Let everyone know your thoughts as gently as possible. Nobody likes being kept in the dark.

10, explaining "why" you should do something, for example, staring at employees will make things better;

1 1. If you make a mistake, immediately admit and apologize. If you pass the buck and blame others, others will definitely look down on you.

12. Inform employees of the importance of their duties and make them feel safe;

13, put forward constructive criticism with reasons and find out the methods of criticism;

14, before accusing a person, point out his advantages and explain that you just want to help him;

15, set an example and set a good example;

16, match words with deeds, and don't let employees be confused about what they should do;

17, seize every opportunity to show that you are proud of your employees and let them give full play to their potential;

18, if someone complains, they need to find out their dissatisfaction quickly;

19, try your best to appease dissatisfaction, otherwise everyone will be affected;

20. Set long-term and short-term goals so that people can measure their progress;

2 1, supporting your employees, due rights and responsibilities are inseparable.

How does a property manager manage employees? Four people are like computers. The body is like the hardware of the computer, and the thought is like the software of the computer, and the thought can be selectively installed. What kind of mentality, thinking method and thinking mode you choose will determine what kind of achievements you will have!

The characteristics of the property management industry determine that "the owners are worried first, and then the owners are happy." As long as the owner needs it, we will respond and coordinate the rubbings. We must not slack off on weekdays. Away from the comfortable environment of "a cup of tea and a newspaper", our employees have to bear psychological pressure from all sides. No wonder someone once joked that it is more difficult to be a property than a neighborhood Committee! It is even harder to be a property manager! It is even harder to be the leader of a property company! Because of this, it is particularly important for property management enterprises to train and select an excellent management manager.

With the property management industry becoming more and more standardized, standardized and legalized, and the competition becoming more and more fierce, how can we be an excellent property management manager?

First, excellent moral character and professionalism.

As a company manager, everything I say and do will affect my subordinates and employees, so I should take the lead in teaching by example at any time. "people are convinced by virtue, not by strength." Employees serve me for my morality and the role you play in your work. Regardless of personal gains and losses, I have the spirit of hard work and complaining about others. As a company manager, professionalism is the cornerstone of property management. Former national team coach Milu once had a famous saying that "attitude determines everything"! Now there is also a famous saying in the property management industry that "dedication determines everything"! Careful, patient and down-to-earth working attitude is absolutely indispensable. If I don't carefully observe and prevent any situation in the management area, I don't patiently communicate with the owners in the management area, and I don't solve everything for the owners in the management area, then my work will not be affirmed by the owners and recognized by the leaders.

Second, the necessary comprehensive knowledge and solid professional knowledge

The property management industry involves a wide range, and enterprise managers need to master the necessary comprehensive knowledge and solid professional knowledge. As a manager in the field of property management:

1, you must be familiar with the relevant policies and regulations of the property management industry. If you don't understand, you will become passive.

2, property management service etiquette knowledge. The most intuitive way to measure and evaluate the property management level of a property management company comes from the embodiment of the quality of all employees in the property management office. While paying attention to etiquette, you should always pay attention to the perfection of employee service etiquette details in your daily work, so as to maintain and improve the company's good reputation.

3, must be familiar with the operation process of property management and ISO quality management system. For some problems related to real estate development in site management, such as building structure, water supply and drainage, strong electricity and weak electricity, etc. As a manager, you should have professional knowledge in this field. Otherwise, the work in the property management area cannot be carried out through normal channels, let alone standardized. Without the necessary comprehensive knowledge and solid professional knowledge, you simply don't know how to deal with the complicated property management work at present.

Third, five necessary abilities

The first is the ability to bring a good team. Managers must understand that a person's strength is limited, but it is very important to build an indestructible, indomitable and talented team. The collective strength has grown and personal performance has disappeared, but his contribution to organizational goals is incomparable to any manager who only highlights personal performance. Every employee's personality is different, some are lively and can enliven the atmosphere; Some are not good at words, but they can do concrete and practical work; Some people are honest and frank, but they are easy to offend people; Some of them are capable, but they also have some shortcomings. As an enterprise property manager of such a team, you must be very clear about the personality of subordinates, make use of the strengths of employees, avoid the shortcomings of employees, and help shape the ideal personality at the same time, so as to lay a solid foundation for the success of the team. While strictly managing and emphasizing performance, we should also know more about the hardships and difficulties in their work. After all, in the front line, managers have to face all kinds of problems. Help them solve all difficulties in their work and encourage them more. Only in this way can we unite and lead our own team and make it more stable, powerful and effective.

The second kind of executive ability. Execution is the guarantee for property management enterprises to improve their competitiveness. Whether the regional execution of property management is in place not only reflects the overall quality of all the staff in the management office, but also reflects the quality and mentality of the deputy general manager. Good "executors" can make up for the lack of "planners", so that the quality of talents determines the quality of services. For example, if a property management enterprise has passed the ISO9000 series certification, then the regional manager of property management needs to strictly implement the ISO9000 quality standard in daily management to control the service quality. But the owner's satisfaction is an objective standard to measure the quality of property management services, and the strength of execution will be directly reflected here.

The innovation ability of the third management mode. The society is progressing, the times are changing, and the thinking is constantly updated. Our property management model, if always stagnant, will always be in a passive situation, not to mention any competition. The industry situation is changing, peer competition is becoming increasingly fierce, and owners' understanding of various policies and regulations on property management is becoming more and more mature. As a property management manager, we should be fully aware of this, so we should constantly improve the service quality, improve the service attitude and change the various environments in the area, so as to be invincible in the competition.

Fourth, good communication and coordination skills. The deputy general manager of property management has to face all kinds of owners and their employees in the management area, as well as company leaders, government functional departments and business relations with management companies every day. Without good communication and coordination skills, there will be some obstacles and resistance to the management of the management office. You must effectively understand the instructions of the company leaders, and strictly implement them, and feedback the problems in the implementation process to the company leaders in time, so that the company leaders can effectively adjust their decisions. It should be a bridge between government departments and business relations. While fully safeguarding the company's interests, we should find a support point in the interests of all parties, that is, the interests of * * * * are consistent to achieve a win-win situation. However, if there is a conflict of interest, managers need to exert their transcendental communication and coordination ability to strive for the best interests of the company. Facing the owners in the management area, the property management enterprise is a service industry after all. What you need to consider is how to satisfy the owner, which requires you to make friends with the owner with a sincere attitude while being down-to-earth, understand the difficulties and needs of the owner and solve them. Owner's satisfaction is the guarantee of the company's economic indicators and the goal of our work.

The fifth kind of shrewd financial management ability. The existence of enterprises can not be separated from cash and profits, and the sustainable development of enterprises can not be separated from cash and profits. How to maximize the benefits for the enterprise is the ultimate goal of being a management manager here. However, increasing revenue and reducing expenditure is the only way to achieve this goal. In this meager profit industry, it is imperative to save every unnecessary expense. You must have a detailed account in your heart, knowing how much you earn, how much you spend and how much you earn. At the same time, open source is also the key to profit. It is necessary to have a precise financial vision to increase the value of resources. In addition to the monthly daily management fee income, we seek profit growth points in many ways to ensure the management company to achieve the maximum profit target.

The above points are necessary qualities for an excellent manager, but they are far from enough, such as: appeal, appeal, cohesion, affinity, witty conversation, quick response and sense of humor; At the same time, it is equally important to read widely, treat others sincerely, think carefully, analyze carefully and do things comprehensively. Any decision may "affect the overall situation", and it is necessary to strictly grasp the appropriate scale. On the basis of "doing things with heart and sincere service", pursue Excellence!