"Professional" property management mode refers to the implementation of professional management by professional property service enterprises through the signing of contracts or deeds in accordance with the will and requirements of property owners and property owners. The following is a sample master's thesis recommended by the editor, I hope to help you.
Abstract: With the development of the cultural and cultural undertakings, the museum's property management work also presents new characteristics. However, some property management models have lagged behind current needs. This article combines the experience of the Shanghai Natural History Museum with the implementation of property management, and explores an innovative, effective, and scientific museum property management operation mode that meets the contemporary public needs and characteristics of the Shanghai Natural History Museum. When perfecting and improving property management, we should pay attention to the change of management mode. We first proposed the "3 + 1" property management mode, hoping to provide a reference for museums that run the "3 + 1" property management mode in the future.
Keywords: property management; Shanghai Natural History Museum; "3 + 1" management model
The museum is a city's cultural landmark. A successful museum embodies the local taste and cultural heritage of the city, and also embodies a business card as a city window. Under this situation, the museum's property management approach has taken on new features. It puts forward new requirements for its management, it is an innovation of museum management, and it is also an inevitable trend. Only in this way can we provide strong support for the museum's specialization, specialization, normalization and scientific management. The service content of the Shanghai Natural History Museum's property management includes core services in the museum, such as tour guides, tourist service centers, VIP receptions, ticket inspection areas, and cinema services. Based on this, the museum owner (owner) and the audience are the same objects that the property management company serves; and the fixed nature of the audience is the biggest difference from traditional property services, so it is particularly important to improve the one-time service satisfaction rate. How to increase the intensity of the property management work of the Shanghai Natural History Museum, make the property management work more detailed, and establish an advanced and appropriate property management model and operating mechanism, has become an urgent problem for the people of Zibo Museum. As a collection of collections, collections, exhibitions, and researches, the museum represents the natural and human cultural heritage in one physical place, and its property management is unique. Aiming at the current situation of low quality of property management practitioners, chaotic management system, single function, and deformed service, it is urgent to find a property management model suitable for the current situation.
1 Analysis of the status of museum property management mode
At present, there are two main modes of property management in domestic museums, namely the "integrated" and "professional" management modes. For museums such as open service venues, managers should, based on their own operating characteristics and in combination with existing national laws and regulations, formulate a practical supervision and supervision mechanism to conduct real-time supervision of real estate company management and services. It is necessary to cultivate a high-quality, professional property service team who is familiar with the operation of the equipment and facilities of the library.
1.1 Advantages of "Integrated" Property Management Model
The so-called "integrated" property management model refers to a property management company as a provider of management services, in accordance with the requirements of marketization, accept the selection of the property client, implement unified management of specific property areas, and provide regularity to owners The comprehensive service based on house maintenance, security, cleaning, and greening is a mainstream form of property management mode in China's property management market. (1) The property company has the characteristics of "big and complete" Taking the Shanghai Natural History Museum as an example, the property services include security, engineering, cleaning, and service, with a total of 198 people. As the current property company is one of the top 100 property companies in the country and has extensive experience in large-scale venue operations, it has its own engineering, security, cleaning, service and other property talents, and has a "big and complete" cross-border property service and comprehensive management capability. Strong characteristics. (2) Overall planning, resource sharing The entire property service is undertaken by one unit, and the responsibilities are relatively clear. Property management companies provide owners with three-dimensional and comprehensive services and management, especially in the field of museum property management, which can comprehensively guarantee the operation of venues, give full play to coordination, take into account overall considerations, share resources, and facilitate management. Especially the ability of rapid coordination in emergencies has greatly reduced the impact of damage.
1.2 Disadvantages of "Integrated" Property Management Model
Although the "integrated" property management model is a management model commonly used by property service companies throughout China, there are still many problems in the implementation process for many years. (1) The scale of property management companies is high, and the cost of property services is high. Property management companies that implement the "integrated" business model are often large. A property project of an "integrated" property company generally has a property team of nearly 200 people. The huge personnel system has to be equipped with personnel, administration, and office personnel to complete the daily administrative tasks such as basic attendance and work data filing for all personnel. Take a self-employed museum as an example: the entire property company has 7 levels above and below, the management cost is higher than that of ordinary enterprises, resulting in low salaries of front-line service personnel, and the staffing quality cannot meet the requirements of the owners. (2) Professionalism is not strong, and the degree of dependence on outsourcing is large. Although large property companies are strong in their comprehensive capabilities, they have service capabilities in all aspects and occupy a competitive advantage in the property market. Stretched out. For example, in terms of engineering, museum property engineering personnel generally undertake the operation and use of large system switches, daily inspections, general maintenance, emergency rescue and other equipment. However, in-depth maintenance, repair, and maintenance of highly technically demanding systems such as elevators, HVAC, firefighting, and buildings still rely on professional outsourcing. Furthermore, taking museum security as an example, it is undertaken by a comprehensive property company. Since the security force is slightly inferior to that of professional security companies, and annual peaks are visited, professional security personnel need to be hired from security companies to reduce anti-theft, fire risk and ensure venues. Personal and property safety.
1.3 Advantages of the "Professional" Property Management Model
"Professional" property management mode refers to the implementation of professional management by professional property service enterprises through the signing of contracts or deeds in accordance with the will and requirements of property owners and property owners. With the development of society, the social division of labor gradually becomes more specialized. Property service companies can also give some professional management to the corresponding professional operating service companies in the form of economic contracts, so as to enjoy the results of modernization, large-scale production, and professional division of labor. At present, the museum's property management model has gradually changed from the traditional “integrated” property management model to the “professional” property management model. (1) Let professionals provide professional services. If a "professional" property management model is implemented, it will complete the relevant service tasks of property management and achieve the owner's goals through professional operations according to the nature of various services. As far as the property company is concerned, once the "integrated" property management model is changed to a professional "management type", the focus of the property project will be liberated from the daily arrangements of attendance, training, management and work matters for a large number of operating staff. Out, he is mainly responsible for assisting the owner in the selection and supervision of outsourcing units for professional projects, the formulation of operating standards, the budget of the entire project, overseeing the contract execution of each outsourcing unit, coordinating the owner's processing and the relationship between the government department and related units. Realize "let professional people do professional things." (2) The service quality has been improved, and the operating costs have been reduced. Once there are multiple professional service teams to assist or jointly undertake the service and security of the venue with the property company, break the monopoly and form healthy competition. On the one hand, the overall service quality will be In this benign ecosystem. On the other hand, it provides the owner with the possibility of bargaining. The owner can use the competition between multiple sellers to strengthen his bargaining power. In a healthy competition, he can buy a relatively better service at a lower price.
1.4 Disadvantages of the "Professional" Property Management Model
(1) Too many professional subcontracting / outsourcing, the owner's coordination efforts to increase professional subcontracting / outsourcing, the coordination between various professional units will intensify, and the response speed will lag. Especially in emergencies, there will be mutual pushes and tears. If the property company fails to develop a good overall management capability, it is bound to require the owner to have a strong management coordination ability to respond to emergency situations in a timely manner. The correctness of the judgment of the emergency, the timeliness of the response and the effectiveness of the disposal have greatly increased the management difficulty of the owner. (2) The implementation of the "professional" management model is still at the exploratory stage of the current law. Since the promulgation and implementation of the "Property Law" in 2007, owners have been given the right to choose a variety of property management models, but in reality there have not been many Other types of property management models are due to the limited ability of the owner to manage the building itself. The existing industry laws and regulations also prohibit professional service companies (security, cleaning, greening, maintenance, etc.) from accepting overall property projects, and can only accept single service projects. Or transfer the services subcontracted by the property management enterprise. Therefore, other types of property management models are not yet widely operable, and some areas are also actively exploring. Total 2 pages: Previous