How to interview the general manager of the management office of a property management company?

1. Management

2. Customer Service Department

3. Engineering Department

Focus on preventive maintenance of equipment and strengthen Energy monitoring and management will further improve the standardization of maintenance services and equipment operation. The focus of the Engineering Department is equipment maintenance. Whether it is a community or an office building, the timeliness and integrity of equipment maintenance have very high requirements for the overall project management.

4. Security Department

5. Cleaning Department

Strengthen the quality management of cleaning staff, pay attention to the details of cleaning services, and focus on the standardization of cleaning services. Although the cleaning department is not the focus, you should also be clear about the cleaning department’s management content, service standards, handling and prevention of complaints, employee motivation methods, etc. Some companies have outsourcing situations, and they also need to have specific management measures for cleaning outsourcing.

What aspects should the project general manager focus on?

Project focus: customers, costs, employees and teams, quality, and performance. During the interview, the project can always be elaborated based on the problems existing in these links, industry status quo, management ideas and control measures, and the key points of each link, management and control measures for people and things, etc. should be made clear.

Do a good job in the management of property projects

(1) Establish the basic idea of ??"keep the project, practice hard, accumulate, and build the brand";

(2) Adhere to the goal management orientation and deepen the project responsibility organizational model;

(3) Implement system management to effectively improve execution and management efficiency;

(4) Strengthen Supervise functions of budget, performance and quality inspection, and further improve outsourcing management measures;

(5) Pay attention to "walk-through" and "on-site management", and strengthen dynamic and preventive management in advance;

(6) Establish a leading strategy for individual businesses and continuously improve the level of professionalization and refined management;

(7) Establish a learning enterprise model and focus on talent cultivation and incentives;

( 8) Take employees as the core competitiveness of the enterprise and continuously enhance teamwork and cohesion;

(9) Highlight the leading role of service in enterprise development and effectively improve service levels;

(10) On the premise of ensuring services and improving efficiency, continue to tap the potential to increase revenue and reduce expenditures;

(1) Have 12 years of experience in residential, office buildings, commercial properties and property consulting.

(2) Have the capabilities of decision-making, development planning, standardization and system construction, risk prevention and crisis management.

(3) Have the company’s overall operation, management, management and service control capabilities.

4) Have team building, talent training, brand building, and management innovation capabilities.

(5) Be familiar with the characteristics, current situation and development trends of the industry, and master relevant theories, regulations, principles and market conditions.

(6) Familiar with preliminary properties, project development and bidding, daily operations, and property optimization operations.

(7) Familiar with project, customer service, engineering, security and cleaning operations and key points of control.