<abstract xmlns="http://www.w3.org/1999/xhtml">

The analytical part of the article describes the situation after 1990s, when the residential housing stock in most Central and Eastern European countries was privatized, in poor condition, and required costly major repairs at the expense of new owners, which was impossible in terms of finance. In this situation the building maintenance and operation functions are transferred to private or municipal management companies, or remain executed directly by owners’ organizations.
The article examines existing services proposed to customers as residents, not taking account the functions of residents as building co-owners. The authors studied the relevant theories and legislation, comparing the current building maintenance and facility management functions to strategic functions of asset and property management. It was shown that the different interests of consumers and owners should be covered by different functions of professional managers.
The obstacle is that the structure of residential housing management companies mixes them in a dual customer and owner body. This creates contradictions between the aim to minimize customer’s expenses and the need to preserve assets and property.
A conclusion was reached to separate the ownership and property management of houses.
</abstract>

The analytical part of the article describes the situation after 1990s, when the residential housing stock in most Central and Eastern European countries was privatized, in poor condition, and required costly major repairs at the expense of new owners, which was impossible in terms of finance. In this situation the building maintenance and operation functions are transferred to private or municipal management companies, or remain executed directly by owners’ organizations.
The article examines existing services proposed to customers as residents, not taking account the functions of residents as building co-owners. The authors studied the relevant theories and legislation, comparing the current building maintenance and facility management functions to strategic functions of asset and property management. It was shown that the different interests of consumers and owners should be covered by different functions of professional managers.
The obstacle is that the structure of residential housing management companies mixes them in a dual customer and owner body. This creates contradictions between the aim to minimize customer’s expenses and the need to preserve assets and property.
A conclusion was reached to separate the ownership and property management of houses.

Different Management Functions in Housing Operation Practice: Ukrainian Case Study

Kyiv National University of Building and Architecture

Real Estate Management and Valuation

This work is licensed under the Creative Commons Attribution 4.0 International License.

The analytical part of the article describes the situation after 1990s, when the residential housing stock in most Central and Eastern European countries was...

Different Management Functions in Housing Operation Practice: Ukrainian Case Study

Data publikacji: 22 cze 2021

Zakres stron: 29 - 37

DOI: https://doi.org/10.2478/remav-2021-0011

Słowa kluczowe
housing, privatisation, owner, solvency, management, resident

© 2021 Vsevolod Nikolaiev et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Different Management Functions in Housing Operation Practice: Ukrainian Case Study

Data publikacji: 22 cze 2021

Zakres stron: 29 - 37

DOI: https://doi.org/10.2478/remav-2021-0011

Słowa kluczowehousing, privatisation, owner, solvency, management, resident

© 2021 Vsevolod Nikolaiev et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Słowa kluczowe
housing, privatisation, owner, solvency, management, resident