1、本科毕业设计（论文）外文翻译原文CHOICEOFPROPERTYMANAGEMENTSYSTEMFORRESIDENTIALSTRATADEVELOPMENTSINSINGAPORECASESTUDYOFTWORESIDENTIALSTRATADEVELOPMENTSTHISSECTIONPRESENTSACASESTUDYOFTWORESIDENTIALSTRATADEVELOPMENTSINSINGAPOREREFERREDTOHEREAS“STRATADEVELOPMENTA”AND“STRATADEVELOPMENTB”THECASESTUDYPROVIDESINSIGHTSINTOT
2、HETWODEVELOPMENTSCHOICEOFPROPERTYMANAGEMENTSYSTEMANDITSIMPLICATIONSBASEDONINTERVIEWSWITHTHEPROPERTYMANAGERANDMANAGINGAGENTOFTHETWODEVELOPMENTS,THEDIFFERENTPROPERTYMANAGEMENTSYSTEMSAREEXAMINEDTOESTABLISHHOWAPPROPRIATEANDSUITABLETHEYAREFOREACHSTRATADEVELOPMENTTHESEPROVIDEVALUABLELESSONSFOROTHERRESIDEN
3、TIALSTRATADEVELOPMENTSONTHEIMPLICATIONSOFEACHPROPERTYMANAGEMENTSYSTEMCHOICEOFRESIDENTIALSTRATADEVELOPMENTSFORCASESTUDYTHETWODEVELOPMENTSWERESELECTEDFORTHECASESTUDYBASEDONTHEFOLLOWINGCRITERIALOCATIONTHETWOSTRATDEVELOPMENTSARELOCATEDINCLOSEPROXIMITYTOEACHOTHERINAPRIMERESIDENTIALAREAINSINGAPOREASSUCH,T
4、HEYSHARESIMILARLOCATIONALATTRIBUTESLIKEDISTANCETOAMENITIESANDACCESSTOPUBLICTRANSPORTAGETHECONSTRUCTIONOFTHETWOSTRATADEVELOPMENTSWERECOMPLETEDAROUNDTHESAMETIME,STRATADEVELOPMENTAIN1977ANDSTRATADEVELOPMENTBIN1979THEIMPLICATIONOFTHEAGEOFTHESTRATADEVELOPMENTSISTHATITPROVIDESAGOODCOMPARISONWITHREGARDTOTH
5、EPHYSICALDETERIORATIONANDTHEEXTENTOFUPKEEPANDMAINTENANCEREQUIREDFORBOTHOFTHESTRATADEVELOPMENTSTENURETHETWOSTRATADEVELOPMENTSSHARESIMILARTENURESBOTHHOLD999YEARLEASEHOLDTITLESDIFFERENTMANAGEMENTSYSTEMSSTRATADEVELOPMENTAHASALWAYSEMPLOYEDANINHOUSEMANAGEMENTTEAMFORTHEIRSTRATADEVELOPMENTWHILESTRATADEVELOP
6、MENTBHASALWAYSEMPLOYEDAMANAGINGAGENTTOMANAGETHEIRSTRATADEVELOPMENT2DATAAVAILABILITYTHECHAIRSOFTHEMANAGEMENTCOUNCILS,ASWELLASBOTHTHEPROPERTYMANAGERANDMANAGINGAGENTOFBOTHSTRATADEVELOPMENTSWERERESPONSIVEANDFORTHCOMINGWITHREGARDSTOTHEINFORMATIONREQUIREDFORTHISSTUDYSTRATADEVELOPMENTASTRATADEVELOPMENTAISA
7、RESIDENTIALSTRATADEVELOPMENTWITHINAPRIMERESIDENTIALAREATHEDEVELOPMENTCONSISTSOF470UNITS,WHICHINCLUDE38TOWNHOUSESANDSIXSHOPHOUSES,WITHTHERESTOFTHEUNITSBUILTINTOFIVEHIGHRISETOWERBLOCKSTHETENUREOFTHEPROPERTYIS999YEARSLEASEHOLDSINCETHEDEVELOPMENTWASCOMPLETEDIN1977,ITHASEMPLOYEDANINHOUSEMANAGEMENTTEAMTOO
8、VERSEEITSPROPERTYANDFACILITYMANAGEMENTNEEDSTHEREWASJUSTONETIMEARELATIVELYBRIEFPERIODOFABOUTSIXMONTHSWHENAMANAGINGAGENTWASENGAGEDASACONSULTANTTHISWASWHENTHESTRATADEVELOPMENTWASSEEKINGANEWPROPERTYMANAGEREVENTHEN,THEMANAGINGAGENTWASNEVERINVOLVEDINTHELINEOFAUTHORITYOFTHEMANAGEMENTCOUNCILOROFTHEINHOUSEMA
9、NAGEMENTTEAMRATHER,THEROLEOFTHEAPPOINTEDMANAGINGAGENTWASMERELYTOACTASACONSULTANTONANYISSUESTHEMANAGEMENTCOUNCILORPROPERTYMANAGERMAYHAVEENCOUNTEREDINTHEMANAGEMENTOFTHESTRATADEVELOPMENTDURINGTHEINTERIMTHEINHOUSEMANAGEMENTTEAMFORSTRATADEVELOPMENTACOMPRISESOF28STAFFMEMBERSTHEPROPERTYMANAGERACKNOWLEDGEST
10、HATITISRAREFORARESIDENTIALSTRATADEVELOPMENTINSINGAPORETOEMPLOYANINHOUSEMANAGEMENTTEAMOFTHISSIZETHEPROPERTYMANAGERHEADSTHETEAM,ALLOFWHOMAREUNDERTHEDIRECTPAYROLLOFTHEDEVELOPMENTSMANAGEMENTCORPORATIONFIGURE3THEPROPERTYMANAGER,WHOHOLDSAPOLYTECHNICDIPLOMAINPROPERTYMANAGEMENT,ISASSISTEDBYAPROPERTYOFFICER,
11、ACHIEFSECURITYOFFICER,ANADMINISTRATIVEOFFICERANDTWOACCOUNTSOFFICERSINADDITION,THEPROPERTYOFFICERLEADSATEAMOFSIXMAINTENANCESTAFFTHATTAKECAREOFTHEDAILYPHYSICALMAINTENANCEOFTHESTRATADEVELOPMENT,INCLUDINGTHEPERIODICSERVICINGOFTHESTRATADEVELOPMENTSWATERTANKSANDPUMPS,ANDREPLACEMENTANDREPAIROFANYFAULTYELEC
12、TRICALDEVICESTHECHIEFSECURITYOFFICERLEADSATEAMOFSIXTEENSECURITYGUARDS,WHOSEJOBINCLUDESTHEMANNINGOFTHEDEVELOPMENTSTHREEENTRYEXITPOINTS,ANDTHEPATROLLINGOFTHESTRATADEVELOPMENTTOENSURETHESAFETYOFTHERESIDENTSINTHESTRATADEVELOPMENTTHEONLYASPECTOFTHERUNNINGOFTHESTRATADEVELOPMENTWHICHISNOTHANDLEDBYTHEINHOUS
13、EMANAGEMENTTEAMISCLEANINGANDWASTEDISPOSAL,WHICHISSUBCONTRACTEDTOANEXTERNALCLEANING3COMPANYBYHAVINGTHEENTIRETEAMUNDERTHEDIRECTEMPLOYMENTOFTHEMANAGEMENTCORPORATION,THEISSUEOFCOMMANDANDCONTROLISMOREEFFICACIOUSASWHENCOMPAREDTOTHESITUATIONIFTHESTRATADEVELOPMENTWASRUNBYAMANAGINGAGENTBYHAVINGALLTHESTAFFREP
14、ORTTOHIM,THEPROPERTYMANAGERHASABETTERGRASPOFTHEDAYTODAYHAPPENINGSINTHESTRATADEVELOPMENTWITHTHISOVERVIEW,HEISABLETORESPONDMOREQUICKLYTOSITUATIONSOREMERGENCIESTHATARISETHEPROPERTYMANAGERALSOPOINTEDOUTTHATINHISEXPERIENCEATTHEDEVELOPMENT,BEYONDTHEPHYSICALASPECTSOFRUNNINGANINHOUSEMANAGEMENTTEAMHEHASFOUND
15、THATTHESTAFFINTHETEAMDEMONSTRATEAHIGHDEGREEOFCOMMITMENTANDLOYALTYTOTHEIREMPLOYERTHISMAYBECONTRASTEDWITHASTRATADEVELOPMENTMANAGEDBYAMANAGINGAGENT,WHERETHESTAFFAREEMPLOYEDBYTHEMANAGINGAGENTSFIRMANDTYPICALLYROTATEDBETWEENDEVELOPMENTSINSUCHACASE,ITISMORELIKELYTHATTHEIRCOMMITMENTISDIRECTEDTOWARDSTHEIREMP
16、LOYERTHEMANAGINGAGENTSFIRM,RATHERTHANTOTHEMANAGEMENTCOUNCILSTHATTHEYAREASSIGNEDTOWORKWITH,WHICHMAYINTURNCHANGEFROMTIMETOTIMETHESTUDYOFSTRATADEVELOPMENTAALSOREVEALSTHATTHEEMPLOYMENTOFANINHOUSEMANAGEMENTTEAMNOTONLYALLOWS,BUTREQUIRESTHEMANAGEMENTCOUNCILTOASSUMEGREATERPOWERANDCONTROLOVERHOWTHESTRATADEVE
17、LOPMENTISRUN,THANIFITWEREHANDLEDBYAMANAGINGAGENTSUCHCONTROLCANTRANSLATEINTOBETTERMANAGEMENTOFBOTHTHEDAILYACTIVITIESOFTHERUNNINGOFTHESTRATADEVELOPMENT,ASWELLASTHEFORMULATIONANDCONTINUEDIMPLEMENTATIONOFLONGTERMGOALSANDSTRATEGIESOFTHEMANAGEMENTCOUNCILHOWEVER,ITMUSTBEEMPHASIZEDTHATTHESUCCESSOFSUCHASYSTE
18、MISLARGELYDEPENDANTONACOMMITTEDANDCOMPETENTMANAGEMENTCOUNCILHOLDINGOFFICETHECOUNCILWOULDHAVETOBECOMPRISEDOFDEDICATEDVOLUNTEERMEMBERSPREPAREDTOOVERSEETHEINHOUSEMANAGEMENTTEAM,TOGETHERWITHTHEIRPROPERTYMANAGERATTHEHELMBASEDONTHESTUDYOFSTRATADEVELOPMENTASMANAGEMENTCOUNCIL,ITISNOTEDTHATSUCHAMANAGEMENTCOU
19、NCILMAINLYCOMPRISESRETIREES,OFTENWITHKNOWLEDGEANDEXPERIENCEINREALESTATEMATTERS,ANDWHOAREWILLINGTOUNDERTAKETHESUPERVISIONOFTHEIRINHOUSETEAMINORDERTOMEETTHEIROWNEXPECTATIONSITAPPEARSTHATEVENTHEAGEPROFILE,EDUCATIONALBACKGROUNDANDEMPLOYMENTSTATUSOFTHESUBSIDIARYPROPRIETORSBECOMERELEVANTTOTHEISSUETHEMAINO
20、BJECTIVEOFSUCHAMANAGEMENTCOUNCILSEEMSTOBETORETAIN4CONTROLOVERPRACTICALLYALLASPECTSOFTHERUNNINGANDOPERATIONSOFTHEPLACECOUNCILMEMBERSALSOSHARETHEVIEWTHATTHISWILLBEDILUTEDIFTHEYEMPLOYAMANAGINGAGENTASTHEMANAGEMENTCOUNCILISELECTEDBYTHESUBSIDIARYPROPRIETORSATGENERALMEETING,ITISIMPLIEDTHATTHEMAJORITYOFSUBS
21、IDIARYPROPRIETORSAREINFAVOUROFSUCHAMODEOFMANAGEMENTSTRATADEVELOPMENTBSTRATADEVELOPMENTBISARESIDENTIALSTRATADEVELOPMENTALSOSITUATEDWITHINTHESAMEPRIMERESIDENTIALAREALIKESTRATADEVELOPMENTA,THEPROPERTYHASA999YEARLEASEHOLDTITLEITCOMPRISES623UNITS,INTWOEIGHTSTOREYHIGHBLOCKSOFTERRACES,THREE14STOREYSLABBLOC
22、KSANDTWO16STOREYPOINTBLOCKSINCEITSCOMPLETIONANDOCCUPATIONIN1979,THEDEVELOPMENTHASCONTINUEDTOENGAGETHESAMEMANAGINGAGENTFIRMFORITSPROPERTYANDFACILITYMANAGEMENTNEEDSTHISSEEMSTOCONTRADICTTHEEARLIERDISCUSSIONABOVEONTHEPOSSIBLELACKOFCONTINUITYASONEOFTHEDISADVANTAGESWHENEMPLOYINGAMANAGINGAGENTITWILLBERECAL
23、LEDTHATTHEINITIALDURATIONOFAMANAGINGAGENTSAPPOINTMENTUNDERSECTION66OFTHEBMSMAISONLYAMAXIMUMOFTHREEYEARSACHANGEOFMANAGINGAGENTCANLEADTODISRUPTIONINTHERUNNINGOFTHEDEVELOPMENTHOWEVER,THECASEOFSTRATADEVELOPMENTBPROVESTHATCONTINUITYISNOTABENEFITRESERVEDJUSTFORINHOUSEMANAGEMENTTEAMSTHEDEVELOPMENTHASRETAIN
24、EDTHESERVICESOFTHESAMEMANAGINGAGENTFIRMSINCEITSINCEPTIONIN1979DESPITETHETURNOVEROFMEMBERSOFEACHNEWMANAGEMENTCOUNCIL,THEMANAGINGAGENTINSTRATADEVELOPMENTBHASACTEDASTHECONSTANTANDPLAYSAREGULATORYROLEINTHEEQUATIONTHISHASPROVENBENEFICIALTOTHESTRATADEVELOPMENTASTHEMANAGINGAGENTCANADVISETHEINCOMINGMANAGEME
25、NTCOUNCILONANYPENDINGISSUES,ASWELLASCONTINUEWITHITSLONGTERMPLANANDSTRATEGIESFORTHEDEVELOPMENTTHEVALUEOFAMANAGINGAGENTSFIRMSRESOURCESDISCUSSEDEARLIERWASPARTICULARLYEVIDENTINTHECASEOFSTRATADEVELOPMENTBIN2004,WHENTHEPROPERTYOFFICEROFTHEDEVELOPMENTTENDEREDHISRESIGNATIONTOTHEMANAGINGAGENTSFIRMWITHINTHESH
26、ORTPERIODOFAMONTH,AREPLACEMENTPROPERTYOFFICERHADTOBEAPPOINTED,ANDASMOOTHHANDINGOVEROFDUTIESFORTHENEWPROPERTYOFFICERFROMHISPREDECESSORHADTOBEENSUREDWHILETHISMIGHTHAVEBEENAMOREDIFFICULTTASKIFTHEDEVELOPMENTWASMANAGEDBYANINHOUSEMANAGEMENTTEAM,THERESOURCESOFTHEMANAGINGAGENTSFIRMALLOWEDASWIFTREPLACEMENTTH
27、ROUGHTHEIREXISTINGPOOLOF5TRAINEDSTAFFTHEFIRMSPOLICYOFREGULARLYRECRUITINGANDTRAININGNEWSTAFFENSUREDTHATTHEREPLACEMENTOFTHEPROPERTYOFFICERFORTHEDEVELOPMENTDIDNOTESCALATEINTOASERIOUSPROBLEMANDCREATEMANAGERIALANDOPERATIONALPROBLEMSFORTHEDEVELOPMENTDURINGTHETRANSITIONSTAGETHEMAINREASONSCITEDBYSTRATADEVEL
28、OPMENTBSMANAGEMENTCOUNCILASTOWHYITHASALWAYSENGAGEDAMANAGINGAGENTARETHEEXPERIENCEANDPROFESSIONALISMOFTHEIRAPPOINTEDMANAGINGAGENTTHIS,INTURN,CANBEATTRIBUTEDTOTHEWEALTHOFEXPERIENCEACQUIREDBYTHEMANAGINGAGENTFIRMTHROUGHTHEMANAGEMENTANDSOLVINGOFPROBLEMSINDIFFERENTSTRATADEVELOPMENTSUNDERTHEIRCHARGETHECASEO
29、FSTRATADEVELOPMENTBREVEALSFIRST,THATTHEMANAGINGAGENTSDEDICATIONANDCOMPETENCEAREESSENTIALINGREDIENTSFORTHEDEVELOPMENTTOBERUNEFFICIENTLYSECOND,ITISIMPERATIVETHATTHEMANAGEMENTCOUNCILANDTHEMANAGINGAGENTSHAREAHARMONIOUSANDOPENRELATIONSHIPBASEDONTRUSTANDCONFIDENCEINADDITION,THISRELATIONSHIPMUSTBEVIEWEDASM
30、ORETHANMERELYAPROFESSIONALAPPOINTMENT,WHEREBYTHEMANAGINGAGENTSIMPLYCARRIESOUTITSDUTIESWITHDUEDILIGENCEINORDERTOJUSTIFYITSREAPPOINTMENTAFTEREACHAGMITISIMPROBABLETHATWITHOUTALLTHESEINGREDIENTS,SUCCESSIVEMANAGEMENTCOUNCILSINSTRATADEVELOPMENTBWOULDHAVECONTINUEDTORETAINTHESAMEMANAGINGAGENTFIRMSSERVICESSU
31、MMARYANDCONCLUSIONTHISPAPERHASEXAMINEDTWOPROPERTYMANAGEMENTSYSTEMSAVAILABLETORESIDENTIALSTRATADEVELOPMENTSINSINGAPORETHROUGHAMANAGINGAGENT,ANDTHROUGHEMPLOYMENTOFANINHOUSEMANAGEMENTTEAMTHECASESTUDYOFTWORESIDENTIALSTRATADEVELOPMENTSINSINGAPOREWASALSOPRESENTEDTHEPURPOSEOFTHECASESTUDYWASTOSHOWCASETWORES
32、IDENTIALSTRATADEVELOPMENTSTHATSHARESIMILARAGE,TENUREANDLOCATIONALATTRIBUTES,ANDYETSUCCESSFULLYEMPLOYDIFFERENTSYSTEMSOFPROPERTYMANAGEMENTAFTEREXAMININGTHEPROSANDCONSOFTHETWOSYSTEMS,ITAPPEARSTHATTHEREISNODEFINITIVELYSUPERIORSYSTEMFORTHEMANAGEMENTOFCOMMONPROPERTYINRESIDENTIALSTRATADEVELOPMENTSVARIOUSIN
33、FLUENCEANDDETERMINETHECHOICEOFPROPERTYMANAGEMENTSYSTEMTHEFINDINGSOFTHECASESTUDYARETHATENGAGINGAMANAGINGAGENTTOMANAGEARESIDENTIALSTRATADEVELOPMENTCANYIELDSEVERALADVANTAGESINGENERAL,INVIEWOFTHEVARIOUSINDUSTRYSTANDARDSTHATHAVEBEENSETBYGOVERNMENTANDPROFESSIONALBODIES,AHIGHERLEVELOFPROFESSIONALISMCANBEEX
34、PECTEDFROMAMANAGINGAGENTBUTSEEUNDERDRAWBACKSBELOW6INVESTMENTINTECHNOLOGYBYTHEMANAGINGAGENTALLOWSTHEMANAGEMENTCORPORATIONTOENJOYAHIGHERSTANDARDOFSERVICETHEMANAGEMENTCORPORATIONCANFULLYENJOYTHEPOOLOFRESOURCESAMANAGINGAGENTHASTOOFFERANDTHEMANAGEMENTCORPORATIONMAYENJOYCOSTSAVINGSBROUGHTABOUTTHROUGHECONO
35、MIESOFSCALEHOWEVER,ITISNOTEDTHATENGAGINGAMANAGINGAGENTALSOHASSEVERALDRAWBACKSASTHEREISCURRENTLYNOLICENSINGOREVENACCREDITATIONREQUIREMENTFORMANAGINGAGENTSINSINGAPORE,THEREISNOLEGISLATIVEASSURANCEOFAMINIMUMLEVELOFPROFESSIONALSTANDARDSOFOREXAMPLECURRENTLY,OUTOF130MANAGINGAGENTFIRMS,ONLY30HAVEBEENACCRED
36、ITEDUNDERTHESCHEMELAUNCHEDBYTHEPROFESSIONALBODIESSPRING,2007THEMANAGEMENTCORPORATIONHASTOPAYAMONTHLYRECURRINGMANAGINGAGENTSFEE,CHARGEDOVERANDABOVEALLOTHERCOSTSANDFEESNECESSARYFORTHEPROPERMAINTENANCEOFTHESTRATADEVELOPMENTWHENCRITICALANDSWIFTDECISIONSNEEDTOBEMADE,CONTROLANDCOMMUNICATIONARENOTLIKELYTOA
37、SEFFICACIOUSWHENCOMPAREDTOTHOSEOFANINHOUSEMANAGEMENTTEAMANDTHEDIVERSIFIEDINTERESTSOFTHEMANAGINGAGENTCANBEDETRIMENTALTOTHEMANAGEMENTCORPORATIONANDTHESTRATADEVELOPMENTONTHEOTHERHAND,MANAGEMENTCORPORATIONSWHICHEMPLOYINHOUSEMANAGEMENTTEAMSENJOYSEVERALBENEFITSTHEISSUEOFCONTINUITYFAVORSMANAGEMENTCORPORATI
38、ONSTHATEMPLOYINHOUSEMANAGEMENTTEAMSANDTHEMANAGEMENTCOUNCILHASBETTERCONTROLANDCOMMUNICATIONWITHTHETEAMASTHEYAREDIRECTLYINCHARGEOFRUNNINGTHEINHOUSEMANAGEMENTTEAMTHEDRAWBACKSOFEMPLOYINGANINHOUSEMANAGEMENTTEAMINCLUDETHEFOLLOWINGTHEMANAGEMENTCORPORATIONMAYHAVETOEXPECTACOMPARATIVELYLOWERLEVELOFSTANDARDAND
39、/ORPERFORMANCETHANIFTHEYHADENGAGEDAPROFESSIONALMANAGINGAGENTWHILEITISTHEORETICALLYPOSSIBLEFORAMANAGEMENTCORPORATIONTOSUETHEEMPLOYEESTHEYHAVEENGAGEDINCONTRACT,ACCORDINGTOTHERULEOFVICARIOUSLIABILITY,7THEMANAGEMENTCORPORATIONMAYHAVETOBEARTHERESPONSIBILITYFORTHEINHOUSEMANAGEMENTTEAMSACTIONSAND/OROMISSIO
40、NSFORNEGLIGENTACTSINTHECOURSEOFEMPLOYMENTTHESTUDYREVEALSTHATWHENMAKINGACHOICEBETWEENTHETWODIFFERENTSYSTEMSOFPROPERTYMANAGEMENT,IFTHEMANAGEMENTCORPORATIONSPRIORITYISPRACTICALITYANDEFFICIENCY,ITWOULDBEBETTEROFFENGAGINGAPROFESSIONALANDPREFERABLYACCREDITEDMANAGINGAGENTONTHEOTHERHAND,IFTHEMANAGEMENTCOUNC
41、ILCOMPRISESMEMBERSWHOAREDRIVENANDCOMMITTED,KNOWLEDGEABLEENOUGHANDPREPAREDTODEDICATETHEIRTIMETOTHEIRDEVELOPMENTONAVOLUNTARYBASIS,ITWOULDBEBETTEROFFEMPLOYINGANINHOUSEMANAGEMENTTEAMINTHISWAYTHEMANAGEMENTCOUNCILMAYEXERCISEDIRECTCONTROLOVERTHEDAILYANDLONGTERMFUNCTIONSANDOPERATIONSOFTHESTRATADEVELOPMENTSO
42、URCEALICECHRISTUDASONCHOICEOFPROPERTYMANAGEMENTSYSTEMFORRESIDENTIALSTRATADEVELOPMENTSINSINGAPOREJPROPERTYMANAGEMENT,VOL26NO2,2008P971118译文一新加坡住宅区物业管理体系的选择两个住宅区的案例研究这一部分提供了一个关于新加坡两个住宅小区的案例研究在这里称为“住宅小区A”和“住宅小区B”。该案例展示了两个小区的物业管理体系选择以及它们各自的影响。从对两个小区物业经理和代管人的采访中可以确定，每个住宅小区不同的物业管理体系是匹配于它们本身的。这为其他小区在物业管理体系
43、的选择上提供了宝贵的经验。住宅区的选择案例对这两个小区的案例研究基于以下条件地理位置这两个住宅区在新加坡主要居住区中，且两者极为临近，这样，它们就具有相似的区位属性，如建筑间距和公交道路。年龄两个小区的建成时间是相近的，住宅小区A是1977年，住宅小区B是1979年。住宅区年龄相仿的意义在于它提供了一个关于两个小区物理磨损和所需维修程度的较好比较。土地使用年限两个小区有相同的土地使用年限，都是999年。不同的管理体系住宅小区A选择的是内部管理组织来负责小区管理，而住宅小区B则委托代理人进行管理。数据可靠性这两个小区的管理委员会主席、物业经理、代理人都能积极提供研究所需的信息。住宅小区A住宅小区
44、A是主要居住区中的一个小区，它由470户住房组成，其中38幢别墅、6个商铺，剩下的则是5栋高楼。它的土地使用年限是999年，自该小区1977年建立以来，它一直采用内部管理组织来监管物业及设施。仅有一次，是短短的六个月时间，当时小区正在寻找新的物业经理，一个代理人才被任命为顾问。但即便如此，这位代理人也从未参与管理委员会或内部管理组织的事务中。这位指定代理人的作用只限于当管理委员会或内部管理组织在小区管理过程中遇到任何突发问题时担任顾问。9住宅小区A的内部管理组织由28个成员组成，该物业经理承认在新加坡采用这种规模的内部管理组织的住宅小区是很少的。在物业经理领导下的团队，所有成员都直接听命于小区
45、管理公司。持有物业管理文凭的物业经理，手下有一名物业主管，一名保安主管、一名行政主管和两名会计。另外，这位物业主管带领着一个由6名维修工组成的小组负责小区的日常维修。包括小区水舱和泵的日常维修，以及所以出故障的电气装置的修理和替换。这位保安主管领导一个由16名保安组成的小组，负责在小区的三个出入口分派保安站岗和各处巡逻以保障小区的安全。只有清洁和废弃物处理不是由该小区的内部管理组织负责，而是外包给外部清洁公司。这种整个团队直接受命于管理公司的方式，在指挥和控制上比采用代理人方式更有效。因为所有员工都向他反映问题，物业经理就能更好地了解日常事件及情况，并能很快应对那些情况或者它们引发的紧急事件。
46、这位物业经理还指出除了内部管理组织的本职工作方面，他还看到了员工对雇主表现出的高度诚信和忠诚，这与由代理公司承担管理的小区形成鲜明的对比。代理公司的义务往往直接导向雇主，而不是分派工作的管理委员会。关于住宅小区A的案例告诉我们，采用内部管理组织不仅给予而且要求管理委员会拥有比代理公司更大的权力去控制小区发展方向。这种控制，在小区日常运作以及管理委员会的规划和长期目标和策略的实施中都可以转化为更好的管理。然而，必须强调的是，这种成功的体系很大程度上依赖于一个忠诚度高且有能力的的管理委员会办公体系。这个委员会由专门的成员组成，用于监管内部管理组织，同时由物业经理进行指挥。关于住宅小区A管理委员会的
47、研究指出，这样的管理委员会主要由在房地产事务上有知识和经验，并希望通过承担对内部管理组织的监管来实现自己价值的退休人员组成。这样看来，年龄、教育情况、业主子公司的雇佣状况都成为相关的问题。管理委员会的主要目的在于主管几乎所有方面的运行和各种业务，员工们也认为在代理公司中这些职能将减少。而管理委员会在大会上被业主子公司推选，这意味着大多数业主是赞成这种管理模式的。住宅小区B住宅小区B也是主要居住区中的一个小区，和住宅小区A一样，它的土地使10用期限是999年。它由623户住房组成，包含两栋八层高的露天楼、三栋十四楼高的平顶楼和两栋十六层高的塔式高层住宅。从1979年建成并落户以来，它一直由同一家
48、代理公司负责物业和设施管理。这似乎与早期的认为雇用代理人很可能会缺乏持续性的论述相反。在BMSMA第六十六章中提到，一个代理人任期最多只有三年。代理人的改变会引起小区运行的中断。然而，住宅小区B的案例证明不只是内部管理组织的持续管理才有益，该小区从1979年完工以来一直由同一家代理公司提供服务，这也是有益的。尽管每个新的管理委员会都会有人员流动，住宅小区B的代理公司却恒定不变并发挥着相应的协调管理作用。这已经证明采用代理人管理物业对小区是有利的，代理人能在管理委员会遇到任何举棋不定的问题时提供建议以及继续完成小区的长期目标和发展战略。住宅小区B案例中，代理公司的优势很明显地体现出来，那是200
49、4年，当时一个物业主管向代理公司递交辞呈。在短短的一个月内，要找到一名新的物业主管并任命他，还要确保这名新的物业主管与旧主管顺利交接工作。代理公司能够从现有的已经培训过的员工中迅速更换，而假如小区采用内部管理组织来管理，这则是一个较艰难的任务。公司定期招聘并培训新员工的政策能防止在过渡阶段小区物业主管的更换上升为更严重的问题和衍生出管理或运营上的问题。至于为什么住宅小区B管理委员会一直使用代理人主要原因，是因为这是他们任命代理人的一种经验和方法。也可以说是归功于不同小区通过代理公司来管理和解决问题而获得的宝贵经验。住宅小区B的案例表明，首先，代理公司的奉献精神和办事能力是小区能够有效运行的主要因素。其次，管理委员会和代理公司在信任和信心的基础上共建开放、和谐的关系是很有必要的。另外，这种关系不仅应该存在于任命一个专业人员的时候，还应存在于代理公司在严格评估下履行职责以证明其在每一次年度大会后的连任是正当的。没有以上的因素，住宅小区B的管理委员会还能连续委托同一家代理公司来提供服务，这是不太可能的。归纳与总结本文考察了新加坡主要居住区中两个可行的物业管理体系通过委托代理人11和通过使用内部管理组织。该案例对新加坡的两个主要住宅小区进行了简单介绍，目的是展示新加坡两个具有相同的年龄、土地使用期限和区位属性的小区，都曾成功运用不同的物业管理
