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Property management has long been an underrated function in the real estate industry. The need for professional management did not become apparent until the depression of the 1930s, when numerous foreclosures revealed a pattern of management deficiencies. This oversight might seem strange, since running a large commercial or residential project in which hundreds or thousands of people reside or work is a highly challenging task, calling for training, good judgment, variety of technical skills. Traditionally, however, emphasis in the real estate industry has been on the so permanent elements of the investment-good location, construction, and reasonable long-term financing-than on the day-to-day operation of the property. It has sometimes seemed as if a property owner, having made a very large investment in the permanent structure, assumed that the property would run itself with a minimum amount of supervision. This concept of property management has changed substantially in the past decade. In an era of rising costs, it has dawned on owners that good property management is the major controllable influence on residual cash flow
(i. e., the number of dollars that end up in the owner’s pocket). It is true that both rent rates and operating expenses are largely shaped by market forces beyond the control of any one property owner (witness the very sharp rise in energy costs in the 1970s). But it is also true that comparable properties within the same geographic area often show significant variances in rental income and operating costs. Why? Close inspection often shows that “above-average” operating expenses and lower than average rent levels result from inadequate property management.