Property, real estate, and community association managers plan, direct, or coordinate the selling, buying, leasing, or governance activities of commercial, industrial, or residential real estate properties. Includes managers of homeowner and condominium associations, rented or leased housing units, buildings, or land (including rights-of-way).
The core tasks that property, real estate, and community association managers are likely to carry out include:
- Meet with prospective tenants to show properties, explain terms of occupancy, and provide information about local areas.
- Direct collection of monthly assessments, rental fees, and deposits and payment of insurance premiums, mortgage, taxes, and incurred operating expenses.
- Inspect grounds, facilities, and equipment routinely to determine necessity of repairs or maintenance.
- Investigate complaints, disturbances and violations and resolve problems following management rules and regulations.
- Manage and oversee operations, maintenance, administration, and improvement of commercial, industrial, or residential properties.
- Plan, schedule, and coordinate general maintenance, major repairs, and remodeling or construction projects for commercial or residential properties.
In order to successfully forge ahead with their careers, analysts in a survey carried out by U.S. Department of Labor (via O*NET) have marked out the following as important attributes that property, real estate, and community association managers would need. These attributes have been selected from characteristics and requirements strongly associated with the occupation. They are
- Abilities: Enduring attributes of the individual that influence performance
- Interests: Preferences for work environments. Occupational Interest Profiles (OIPs) are compatible with Holland's (1985, 1997) model of personality types and work environments. Six interest categories are used to describe the work environment of occupations: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional. An OIP consists of six numerical scores indicating how descriptive and characteristic each work environment (or interest area) is for an occupation
- Knowledge: Organized sets of principles and facts applying in general domains
- Skills: These include basic skills, which are developed capacities that facilitate learning or the more rapid acquisition of knowledge. Plus cross-functional skills, which are developed capacities that facilitate performance of activities that occur across jobs
- Style: Personal characteristics that can affect how well someone performs a job
We have listed out attributes which were scored 80% or more in terms of importance by the analysts.
Having a strong preference for enterprising work environments. Enterprising occupations frequently involve starting up and carrying out projects. These occupations can involve leading people and making many decisions. Sometimes they require risk taking and often deal with business.
Attribute Type: Interests Score: 100%
Being honest and ethical.
Attribute Type: Style Score: 92.8%
Being reliable, responsible, and dependable, and fulfilling obligations.
Attribute Type: Style Score: 92.4%
Being careful about detail and thorough in completing work tasks.
Attribute Type: Style Score: 89.2%
Accepting criticism and dealing calmly and effectively with high stress situations.
Attribute Type: Style Score: 89%
Maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations.
Attribute Type: Style Score: 86.6%
Talking to others to convey information effectively.
Attribute Type: Skills Score: 85%
Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
Attribute Type: Knowledge Score: 84.2%
The ability to listen to and understand information and ideas presented through spoken words and sentences.
Attribute Type: Abilities Score: 82.6%
Being open to change (positive or negative) and to considerable variety in the workplace.
Attribute Type: Style Score: 81.8%
Being pleasant with others on the job and displaying a good-natured, cooperative attitude.
Attribute Type: Style Score: 81.2%
Creativity and alternative thinking to develop new ideas for and answers to work-related problems.
Attribute Type: Style Score: 81.2%
Having a strong preference for conventional work environments. Conventional occupations frequently involve following set procedures and routines. These occupations can include working with data and details more than with ideas. Usually there is a clear line of authority to follow.
Attribute Type: Interests Score: 81%
Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
Attribute Type: Knowledge Score: 80.8%
Developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done.
Attribute Type: Style Score: 80.8%
Knowledge of principles and methods for showing, promoting, and selling products or services. This includes marketing strategy and tactics, product demonstration, sales techniques, and sales control systems.
Attribute Type: Knowledge Score: 80.6%
The ability to communicate information and ideas in speaking so others will understand.
Attribute Type: Abilities Score: 80%
A willingness to lead, take charge, and offer opinions and direction.
Attribute Type: Style Score: 80%
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET
Source: O*NET