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SOC 11-9141
Property, real estate, and community association managers plan and coordinate the leasing, operations, maintenance, and governance of residential, commercial, or industrial property, communicate with owners, residents, association boards, and contractors, and manage budgets, contracts, and service records. Whether selling, buying, or leasing activities fall to them depends on the position and local rules.
Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((25+75+25)/3+0.5)=42; fermatmind-ai-impact-v1; 2026-10-18.
Can separate resident demands, property maintenance, costs, and governance decisions; you can learn more about this position.
Submit a one-page property operations card: state the agreement scope, the 20 requests, the R2/R4/R6 gaps, the approver, and the 114 unobserved work orders.
Paper-and-pencil exercise: of a fictional property's 20 maintenance requests, 4 have been accepted; list the 16 awaiting confirmation and check the responsible people and budget.
If you are willing to coordinate tenants, owners, maintenance contractors, and budgets and can record complaints, costs, and acceptance, you can learn more about property management positions.
O*NET 11-9141 includes the buying, selling, leasing, or governance of commercial, industrial, and residential property, and also owner/condominium association and rental housing management.
Responsible for property operations, leasing, and community association governance, coordinate maintenance and contractors, check budgets, income and expenditure, contracts, and resident issues, and report to owners or the board.
First check the management agreement, budget, and approver; leasing brokerage, legal representation, or funding sign-off authority cannot be presumed from the manager title.
Career direction comparison
Property managers focus on ongoing operations, budgets, maintenance, leasing, or association governance; adjacent positions each have their own transactional or professional deliverable.
| Career direction | Core work and output | Key differences | Best-fit choice |
|---|---|---|---|
| Real estate brokers | Match buyers and sellers or leases and manage the brokerage business. | Real estate brokers organize purchase, sale, or lease transactions, and licensing and brokerage responsibility follow the region. | You like transaction negotiation and client service. |
| Real estate sales agents | Show properties and assist with transactions. | Sales agents mainly serve transaction clients and do not necessarily manage long-term property operations. |
AI impact on this career
The following auxiliary applications are editorial ideas, and no measured adoption rate or effect for this occupation was verified. AI can help with work order classification, budget summaries, and resident Q&A drafts; it cannot be used to derive this occupation's substitution rate. Fee approval, safety handling, contracts, and governance decisions must be the responsibility of authorized personnel. AI Impact Score 42% is an editorial estimate. Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((25+75+25)/3+0.5)=42; fermatmind-ai-impact-v1; 2026-10-18.The three tasks, ratings and sources are listed in the FermatMind method source record on this page.
FermatMind AI Impact Score estimation method v1
FermatMind / 费马测试 · 2026-10-18
Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
Chinese mainland salary reference
United States SOC 11-9141 is not equivalent to the Chinese position classification.
For the property service employment scenario of coordinating property facility repair, upkeep, and management under contract, the broad real estate industry background may be referenced. The official industry classification places 7020 property management under K real estate; in 2025 the national urban pre-tax annual average for that industry was 89,679 yuan for all non-private personnel and 53,338 yuan for all private personnel. This is not this occupation's median, starting salary, or personal range; other industries, complexes, and community association positions are checked separately, and the United States 69,990 USD must not be mapped onto China.
Insufficient evidence: no officially separately listed value was obtained for this page
Check base pay, on-call duty, performance pay, and social insurance against the local position announcement.
United States salary reference
The 2025 annual wage median for the United States 11-9141 combined occupation group is 69,990 USD; overall employment grows 3.7% over 2025–2035 with 36,900 annual average openings, not AI-attributed. Wage percentiles are not a personal offer, and openings are not net new positions.
| Wage statistical position | Annual wage reference | Conversion boundary | How to understand this position |
|---|---|---|---|
| Lowest 10% | 41,010 USD/year | Official annual wage, not personal monthly income | The 10th percentile is 41,010 USD/year: about 10% of paid employees earn less than this. It is not an entry-level wage, and Chinese positions or personal after-tax income cannot be estimated from it. |
| Median (50%) | 69,990 USD/year | Official annual wage, not take-home pay |
Career fit guide
Fit is judged by whether you can coordinate residents, repairs, accounts, and board decisions and keep verifiable work orders and approval records.
You may be better suited to： Can match work orders, quotes, approvals, and acceptance item by item.
These situations require caution： Closing unfinished work orders without authorization or concealing costs should be corrected first.
Do an entry exercise： Use a fictional property to make a management agreement, account, and work order card.
Work pressure, risks, and career boundaries
First check the management agreement, facility safety, budget, resident data, and approver; escalate maintenance anomalies promptly.
O*NET supports the operations tasks; the cases do not represent an accident rate.
Typical scenario：A water leak work order requires confirming the location.
Roles most affected：Residents and the property team
Possible consequence：Repairs may be delayed.
How to reduce risk：Check the location, symptoms, and urgency.
Evidence：O*NET property, real estate, and community association managers 11-9141.00 · FermatMind editorial suggestions
Entry, qualifications, and career development
First practice fictional management agreements, work orders, costs, and acceptance, then handle real property under employer authorization.
| Entry positions |
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Career outlook and moving to related occupations
BLS United States 11-9141 combined property, real estate, and community association manager occupation group: 460.4 thousand in 2025 and 477.6 thousand in 2035, officially a net increase of 17.1 thousand and growth of 3.7%, with 36.9 thousand annual average openings; endpoints are rounded, not AI-attributed, and not a China or separate property manager subgroup projection.
United States national · SOC 11-9141 property, real estate, and community association managers
3.7%
Employment change rate
Detailed occupational employment projection, with a projected increase in numbers.
Does not establish：Base and projection periods are rounded; not regional recruitment.
Coordinate property operations, leasing, maintenance, fees, budgets, contractors, and resident/board communication.
Per the management agreement, budget, and owner/board authorization; the job title itself does not grant unlimited spending authority.
Use fictional work orders and cost records to practice classification, responsible people, budget, and acceptance.
Choose a real task from this page for a small practice project or a conversation with someone in the field. Use the planning guides to set a date, an output and feedback questions before deciding whether to continue.
Use 120 fictional property work orders to spot-check six; three are pending, which describes the sample only and does not extrapolate to the other 114.
List completed maintenance, pending acceptance, and unapproved expenditure separately.
Property managers coordinate property operations, owners, and residents; maintenance professionals perform technical work, and owners or the board decide major matters.
| Dimension | Primary track | Comparison track |
|---|---|---|
| Core purpose | Produce traceable property operations, budget, and maintenance records. | Real estate brokers focus on transaction matching. |
| Main subjects and basis | Leases, facility ledgers, fee records, budgets, work orders, and complaints. | Facilitate real estate transactions and fulfill brokerage duties according to law. |
| Core process | Coordinate property maintenance, finance, and community governance activities. | Independently take on professional construction or legal representation. |
| Main outputs | Maintenance and leasing operations records, budgets, and communication reports. | Approving board-reserved matters or over-budget expenditure without authorization. |
| Accountable party | Property managers, on-site staff, and contractors. | Owners, tenants, and the board. |
| Authority and approval | The management agreement, organizational rules, and local rules determine authority. | Management coordination and professional construction, brokerage transactions, and governance decisions carry different responsibilities. |
| Conclusion boundaries | Communication and budget skills transfer, but licenses and statutory authority are not automatically mutually recognized. | Commercial, residential, and community association properties have different objectives. |
define the property, service scope, fees, and approver.
check leasing, common areas, facilities, and resident complaints.
inspect facilities and solicit contractor quotes.
compare rent, dues, deposits, and maintenance costs.
send rules, disputes, and major expenditure to authorized personnel for decision.
check maintenance results, costs, and communication records.
Check the property scope, agreement, budget, work orders, complaints, contractors, and approver.
Check the employer's management agreement and approval authority.
Check resident data and contract access.
Check work order status, quotes, and maintenance acceptance.
Check property safety, complaints, and risk escalation.
Insufficient evidence: the national property, real estate, and community association manager occupational wage; check base pay, performance pay, on-call duty, and social insurance before starting.
| You like showings and sales communication. |
| Facility managers | Coordinate facility maintenance, space, and safety services. | Facility managers focus on buildings and service systems. | You like facility maintenance and vendor management. |
|---|
| Construction managers | Manage construction progress, cost, and safety. | Construction managers focus on construction work, project schedules, and quality. | You like engineering sites and contractor coordination. |
|---|
| Lodging managers | Manage lodging services and the stay experience. | Lodging managers focus on hotel or lodging service operations. | You like rooms, service, and team management. |
|---|
| Property, real estate, and community association managers | Manage property operations and deliver verifiable accounts and work orders. | This position integrates property leasing, maintenance, fees, budgets, and community governance. | You are willing to coordinate residents, owners, contractors, and the board. |
|---|
Compare property management with real estate brokerage, sales agents, facility management, construction management, and lodging operations, distinguishing them by ongoing operations, transaction matching, and engineering responsibility.
Communication, budget, and vendor management transfer; brokerage licensing, construction credentials, and governance authority are checked separately.
Try work order summaries on approved data, and the original request still requires checking.
Requires employer-level integration, training, cost, and failure records; this page has no measured adoption rate.
Also requires property matter volume, hours, system, and position change data and cannot be inferred directly from exposure.
| Work area | Task | Current change | Human control point |
|---|---|---|---|
| Work order classification candidates | Resident demand check | Editorial pilot idea, needs validation: extract work order location, urgency, and responsible person candidates. | Manually check resident demands, urgency, location, and acceptance authority. |
| Cost and budget check | Maintenance plan | Editorial pilot idea, needs validation: consolidate quote and budget deviation candidates. | Check maintenance needs, original quotes, and budget; the authorized responsible person approves scheduling and expenditure. |
| Maintenance anomaly review | Facility safety risk | Editorial pilot idea, needs validation: flag candidates for overdue maintenance, duplicate fees, and missing acceptance. | Professionals and the property lead check facility status, risk, and handling; they do not release directly on a tool candidate. |
| Contractor coordination | Open work order records | Editorial pilot idea, needs validation: organize overdue and rework candidates. | Check open work orders, contractor contracts, site results, and acceptance, and do not close without acceptance. |
| Version and governance records | Operations summary | Editorial pilot idea, needs validation: consolidate fees, complaints, maintenance, and board decisions. | Check the fees, complaints, and maintenance originals corresponding to the summary, plus board decisions and versions. |
| Resident and board handover | Finance and resident communication | Editorial pilot idea, needs validation: draft confirmation questions and a delivery checklist. | Check the financial basis, resident data sharing scope, and approver; communication drafts must not make commitments without authorization. |
| Complaint and maintenance quality improvement | Property service review | Editorial pilot idea, needs validation: categorize recurring suspicions and generate review drafts. | Review complaint classification, maintenance results, and improvement responsibility, and organize adjustments under authority. |
The studies below answer different questions and cannot be conflated into this occupation's adoption rate or layoff projection.
When judging the AI impact, first check the property type, authorization, and safety responsibility.
AI primarily changesEditorial idea: resident request classification and summaries.
Human responsibility remainsManually check the original work order, urgency, and responsible person.
AI primarily changesEditorial idea: maintenance plan or budget note drafts.
Human responsibility remainsLarge expenditure and contract approval follow authorization.
AI primarily changesEditorial idea: overdue maintenance and fee anomaly candidates.
Human responsibility remainsCheck the facility site, quotes, and original accounts.
Keep work orders, tool suggestions, human verification, and the approver.
Check the input permission for resident information and leases.
Check the work order against site records, quotes, and acceptance.
Major repairs and fee changes go to the owner or board for decision.
Pause and escalate on facility safety or data risk.
Record work orders, tool suggestions, site verification, and approval.
Wrong classification may delay repairs or cause fee disputes.
Control: Manually check the original work orders and maintenance results and record omissions.
An expired quote or wrong room number may lead to a wrong dispatch.
Control: Lock the work order, budget, and resident notice versions.
Leases and resident data may contain sensitive information.
Control: Check permission and access scope before entering tools.
Wrong suggestions may cause repair delays, wrong fees, or escalated complaints.
Control: Tools are prohibited from automatically approving fees, contracts, or closing unaccepted work orders.
Repeated wrong dispatches may offset the speedup from summaries.
Control: During the pilot, record total hours, missed checks, and rework at the same time.
Practice reading a fictional management agreement, work orders, and quotes; a tool summary does not replace the originals.
Try work order classification, budget summaries, and resident reply drafts.
Compare tool classification with actual work orders and acceptance records and record false positives and misses.
Check data permissions, version, and access first, then pilot in a narrow, low-risk record-keeping step.
There is no AI substitution rate for this occupation; fee, contract, and safety responsibility rest with people.
Source: ILO task exposure and O*NET occupational tasks.Original source ↗
No uniform coding requirement was verified; check property experience, local licensing, system duties, and authorization against the target position.
Source: O*NET is for task comparison; specific recruitment and authority follow the target institution, and the suggestions are proposed by the editors.Original source ↗
Work order summaries, replies, and fee classification can serve as a pilot; no measured effect ranking among occupational tasks was verified.
Source: Cross-occupation research shows only task potential.Original source ↗
The BLS table lists United States 11-9141 combined occupation group overall employment growing 3.7% over 2025–2035; this is not AI-attributed and cannot be taken as an adoption rate, substitution rate, or personal probability of job loss.
Source: BLS 11-9141 standalone occupation projection.Original source ↗
No. Tools cannot independently approve fees, maintenance budgets, or governance decisions.
Source: The NIST framework cannot grant system permissions.Original source ↗
There is no evidence giving this occupation's disappearance year.
Source: The paper does not predict actual adoption timing.Original source ↗
Practice with fictional work orders and budgets and check tool access permissions first.
Source: O*NET is for task comparison; specific recruitment and authority follow the target institution, and the suggestions are proposed by the editors.Original source ↗
First record the correct classification, false positives, and rework of a real property pilot, then discuss position changes.
An industry average cannot derive personal income.
Insufficient evidence: the national occupational wage distribution for property, real estate, and community association managers; check offers by property type, region, size, and on-call responsibility.
| Education background | Common position directions | Notes and checking suggestions |
|---|---|---|
| High school or equivalent (United States typical) | Property assistant | Practice work orders, costs, and communication records; Chinese conditions follow the employer. |
| Property management training | Maintenance and leasing collaboration | A course does not grant major expenditure or brokerage licensing. |
| Study in real estate, facilities, or management | Budget and governance collaboration | Helps understand property operations; not a unified Chinese education threshold. |
| Related property experience | Independent property management | Demonstrate ability with work orders, accounts, and complaint resolution. |
The two real estate industry all-personnel averages serve only as property service employment scenario background; the pricing suggestions below are not a personal wage range. Chinese position pay is not inferred by converting the United States 69,990 USD/year at an exchange rate. BLS 11-9141 United States occupational projection｜https://www.bls.gov/emp/tables/occupational-projections-and-characteristics.htm
Check tenant service, facilities, and community rules.
Check leases, facilities, and contractors.
Check board decisions, dues, and common areas.
AI-assisted work orders have no verifiable occupational wage premium.
| The median of 69,990 USD/year is the midpoint of the United States combined occupation group wage distribution; it is not equal to an entry price or a specific city position offer. |
| Highest 10% | 139,680 USD/year | Official annual wage, not take-home pay | The 90th percentile is 139,680 USD/year: about 10% of paid employees earn more than this. It does not represent supervisory pay or a guaranteed promotion outcome. |
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Wage · 10th percentile：41,010 USD/year；May 2025 United States 11-9141 annual wage 10th percentile, not an entry-level wage；O*NET wage table
Wage · 25th percentile：50,720 USD/year；May 2025 United States 11-9141 annual wage 25th percentile； a percentile does not equal years of experience；O*NET wage table
Wage · median：69,990 USD/year；May 2025 United States 11-9141 annual wage median, not a personal offer；O*NET wage table
Wage · 75th percentile：97,910 USD/year；May 2025 wage 75th percentile, does not represent a supervisory rank；O*NET 11-9141.00 United States wage percentile table
Wage · 90th percentile：139,680 USD/year；May 2025 wage 90th percentile, does not represent guaranteed promotion income；O*NET 11-9141.00 United States wage percentile table
No. 69,990 USD is the midpoint of the 2025 United States 11-9141 combined occupation group wage distribution, and the entry offer is checked separately against region, schedule, employer, and experience.
33.65 USD/hour is the official median hourly wage and cannot be multiplied directly by fixed hours to estimate personal annual income; overtime, hours, and taxes differ.
The wages come from the BLS 2025 occupational wage data, and O*NET displays United States 11-9141 percentiles; the employment projection comes from BLS 2025–2035 Table 1.2.
Region, property size, on-call duty, and authority affect wages, and no personal offer is estimated.
| Industry | Verification status of the occupational-level industry median | How to understand this value |
|---|---|---|
| Real estate | 64,290 USD/year | BLS OOH, May 2025: median annual wage for paid employees in this occupation and industry. This figure excludes the self-employed and is not an individual pay offer. |
| Religious, grantmaking, civic, professional, and similar organizations | 73,620 USD/year | BLS OOH, May 2025: median annual wage for paid employees in this occupation and industry. This figure excludes the self-employed and is not an individual pay offer. |
| Community associations | No comparable median listed separately | Governance and fee methods differ. |
| Other employers | No comparable median listed separately | Those mainly doing brokerage transactions should check the occupation code. |
Region, property type, unit size, and on-call responsibility affect offers.
Resident count, budget responsibility, and on-call duty may affect the offer, and no fixed premium is inferred.
Wage percentiles are a statistical distribution of United States paid employees and do not include any individual's overtime, benefits, or after-tax take-home amount.
The 2025 base-year employment count in the BLS 2025–2035 projection, in persons；BLS 2025–2035 occupational projections Table 1.2
The BLS table lists United States 11-9141 employment from 460.4 thousand in 2025 to 477.6 thousand in 2035, a net increase of 17.1 thousand or 3.7%, with 36.9 thousand annual average openings.；BLS projections Table 1.2
BLS 2025–2035 annual average job openings, including replacement openings, not new positions.；BLS 2025–2035 occupational projections Table 1.2
Property operations, resident service, and financial records.
The O*NET interest type EC can suggest a preference for management negotiation and procedural records, not a hiring threshold.
Which Holland interest type is closer to property, real estate, and community association managers?
EC corresponds to some extent to property management tasks; an interest code is not ability.
Do not use it this way: Interest scores do not replace trial work with work orders and budgets.
Test my Holland career interestsWhich Big Five traits are more relevant to this job?
Traits such as conscientiousness can prompt self-review, but no hiring threshold for this occupation was verified.
Do not use it this way: Personality scores cannot infer property management quality.
View my Big Five personality traitsCan MBTI be used to judge whether I am suited to be a property, real estate, and community association manager?
MBTI describes preferences only; there is no type threshold for this occupation.
Do not use it this way: Any type must check the agreement, budget, and safety responsibility.
Learn about my MBTI preferencesCan the Enneagram show whether I am suited to this occupation?
The Enneagram can serve as self-questioning about stress responses.
Do not use it this way: Personality type does not predict actual property operations results.
Explore my Enneagram patternIf I am not good at math, can I become a property, real estate, and community association manager?
Numbers, dates, and accounts can be practiced with a fictional property.
Do not use it this way: IQ scores are not a uniform entry standard for property, real estate, and community association managers.
Learn about my intelligence and reasoning performanceDoes being a property, real estate, and community association manager require high emotional intelligence?
Communication with residents and contractors must be clearly recorded.
Do not use it this way: There is no uniform “EQ” score threshold.
Learn about my emotional intelligence abilitiesFits better when: You like markets, transaction negotiation, and client matching.
Watch for: Requires adding transaction regulations, local brokerage licensing, and contracts, which are not automatically mutually recognized from property management experience.
Explore related career: Real estate brokersFits better when: You like listing presentations, client follow-up, and deal coordination.
Watch for: Requires adding sales agent licensing, transaction processes, and brokerage supervision requirements.
Explore related career: Real estate sales agentsFits better when: You care about facility reliability, service vendors, and maintenance plans.
Watch for: Requires adding facility systems, maintenance contracts, and emergency management; coordination does not grant professional repair qualifications.
Explore related career: Facility managersFits better when: You are willing to manage construction progress, engineering quality, and the site team.
Watch for: Requires adding engineering technology, construction safety, and applicable appointment qualifications.
Explore related career: Construction managersFits better when: You like lodging services, rooms operations, and personnel coordination.
Watch for: Requires adding lodging business, reservation systems, and service standards.
Explore related career: Lodging managersFits better when: You are willing to coordinate long-term operations, the team, and business results.
Watch for: Requires adding organizational budget, performance, human resources, and business decision authority.
Explore related career: General and operations managersSee whether property status, fees, repairs, and resident complaints have original records and an approver.
Yes. Written communication and follow-up matter.
Yes. A communication advantage must be verified with accounts and work orders.
There is no best-suited MBTI type; look at fictional property exercises.
The O*NET EC is an occupational interest, not a hiring threshold.
Assessments do not replace work order, maintenance, and account quality.
Practice recalculating costs, dates, repair counts, and spot checks.
There is no high-EQ threshold; you need to be able to hand over clearly using facts, property matters, and suspicions.
No. The Enneagram is only suitable for self-questioning, not as occupational screening criteria.
Draw six of the 120 fictional work orders and list the three types of gap.
Typical scenario：Contractor add-ons are not paid without approval.
Roles most affected：Owners and the finance responsible person
Possible consequence：The budget may be exceeded.
How to reduce risk：Quotes go to the authorized person for approval.
Evidence：O*NET property, real estate, and community association managers 11-9141.00 · FermatMind editorial suggestions
Typical scenario：A work order is closed but the leak has not stopped.
Roles most affected：Residents and contractors
Possible consequence：Unrepaired problems may be concealed.
How to reduce risk：Check the results and feedback on site.
Evidence：O*NET property, real estate, and community association managers 11-9141.00 · FermatMind editorial suggestions
Typical scenario：A resident list sent to the wrong recipient must be escalated.
Roles most affected：Residents and the institution
Possible consequence：Personal data may leak.
How to reduce risk：Limit recipients and fields.
Evidence：Personal Information Protection Law of the People's Republic of China · FermatMind editorial suggestions
Typical scenario：An elevator failure cannot be scheduled as routine.
Roles most affected：The property team and residents
Possible consequence：A facility failure may expand the loss.
How to reduce risk：Set emergency response and escalation contacts.
Evidence：O*NET property, real estate, and community association managers 11-9141.00 · FermatMind editorial suggestions
Typical scenario：The United States 3.7% is not equal to a Chinese projection.
Roles most affected：Job seekers
Possible consequence：Chinese opportunities may be misjudged.
How to reduce risk：Check local property types and duties.
Evidence：BLS 2025–2035 employment projections table · FermatMind editorial suggestions
| What you mainly do early in the job |
|---|
| Entry checks and preparation suggestions |
|---|
| How to prove yourself without experience |
|---|
| How it differs from other directions |
|---|
| Property assistant | Organize work orders, complaints, and costs. | Can list responsible people and urgency. | A fictional work order card. | Expenditure requires authorization. |
|---|---|---|---|---|
| Property manager | Coordinate maintenance, leasing, fees, and governance. | Can check quotes, budget, and acceptance. | A six-item spot-check card. | Professional construction is checked separately. |
| Facility managers | Manage facility maintenance and vendors. | Can check equipment hazards. | A fictional maintenance plan. | Safety responsibility is checked separately. |
| Real estate brokers | Organize transactions and client communication. | Can explain the transaction scope. | A fictional leasing communication card. | Licensing is checked separately. |
| Association governance assistant (collaborator) | Consolidate budgets, meetings, and resident matters. | Can distinguish a proposal from an approval. | Fictional meeting minutes. | Board decisions are checked separately. |
BLS lists the United States typical entry for 11-9141 as high school or equivalent, less than 5 years of related experience, and short-term on-the-job training.
Check the specific requirements by target region and employer.
Real property management scope, funding, contracts, and owner and tenant commitments follow organizational authorization.
Check the approver, decision log, and anomaly escalation contact.
O*NET 11-9141 includes property operations, maintenance, budgets, fees, and community governance.
Compare the recruitment announcement item by item against the property management duties.
Use a fictional property management case to show a scope-plan-actual-acceptance comparison.
Others can recalculate delivery and trace the three types of gap.
A fictional property has 120 work orders, including 20 current maintenance requests, of which 4 have been confirmed and accepted and 16 are pending.
A1: the management agreement limits the acceptance scope, budget, and approver.
A2: draw six work orders, R1–R6, from the 120; the sampling is an editorial exercise only.
A3: the R1/R3/R5 are complete; R2 is missing the urgency, R4 quote has no approver, and R6 is marked complete but has no acceptance. A4: the other 114 records were not observed.
A4: the practitioner only records suspicions and the originals still to be verified; a named responsible person decides whether to expand the check or deliver.
A5: six records with three gaps, and 3/6 describes the sample only; it does not derive a problem rate for the 120 records.
R2/R4/R6 list the originals still to be verified, the responsible people, and the escalation actions separately.
Others can recalculate 20-4=16, 120-6=114, and 3/6; the 4 items must have acceptance evidence.
State the 20 requests, the 4 accepted items, and the 16 pending items.
The acceptance evidence can be re-examined.
List the R2 urgency, R4 approver, and R6 acceptance gaps separately.
Each item corresponds to its originals and decision maker.
Note that the 114 records were not observed and do not derive an overall problem rate.
List the responsibilities of the owner, board, contractor, and finance.
| Stage | What may be assessed | Observe documents | Usage boundary |
|---|---|---|---|
| Checking the property in the interview | Whether you can recalculate the unaccepted count | 20-4=16, and the 4 items require acceptance evidence. | A self-reported completion does not count as acceptance. |
| Spot check in the interview | Whether you can distinguish the sample from the total | Six records with three gaps, and 114 records unknown. | The overall problem rate cannot be derived. |
| Work orders on the job | Whether you can check urgency and quotes | R2/R4/R6 list the originals still to be verified separately. | Must not spend beyond your authority. |
| Owner communication | Whether you can write the cost and the decision | Write the budget impact and the approver. | Major matters go to the board. |
Day one: read the A1 management agreement and authority.
Day two: check the 20 requests and the acceptance evidence for the 4 items.
Day three: draw R1–R6 and check urgency, quotes, and acceptance.
Day four: list the R2/R4/R6 gaps and the 114 unknowns.
Day five: per A4/A5, write the three suspicions, the 114 unknowns, and the review request to the responsible person.
Day six: after sealing the first draft, look at the reference approach and correct the suspicion classification, calculation, or over-reach suggestions.
Day seven: hand in the four cards for property management agreement, review, escalation, and method, and record the most effortful step and the next practice.
| Qualification／status | Mainly suited to whom | Practical role in job seeking | Whether it is a general entry threshold | Authority and compliance conditions | Investment level | Important limitations |
|---|---|---|---|---|---|---|
| United States entry-level education and experience | For those considering the United States 11-9141 occupation | BLS lists high school or equivalent, less than 5 years of related experience, and short-term on-the-job training | Not equal to a unified Chinese threshold | Check the region and employer conditions | Depends on the individual path | Education does not grant funding or brokerage authority |
| Property management scope authorization | For those touching real property | Handle work orders and services per the management agreement | Follows the specific position agreement | Check the owner's mandate and the approver | Position training | Must not expand the management scope |
| Budget and contract processes | For those checking quotes and costs | Separate the budget, approval, and payment basis | Follows the institutional process | Check signing, expenditure, and acceptance authority | Process learning | The exercise does not grant signing authority |
| Facility maintenance collaboration training | For those scheduling repairs | Identify urgency and coordinate professionals | Check against the position duties | Check safety escalation and the construction scope | Position training | Coordination is not equal to professional construction credentials |
| Resident data and system permissions | For those handling resident data | Access, share, and retain under authorization | Follows the applicable rules and institutional policies | Check the recipients and the anomaly escalation contact | Data handling training | Do not treat contract confidentiality as personal information |
| Community governance and handover training | For those assisting owners or associations | Distinguish proposals, meeting minutes, and approval decisions | Follows the organizational process | Check the decision maker and the disclosure scope | Case training | A draft is not equal to a formal decision |
Typical scope：Identify the management agreement, room number, work order, and service scope.
Readiness evidence：A fictional agreement and work order card listing location, problem, and authority.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Learn resident communication and work order triage.
Typical scope：Under supervision, take complaints and follow up on dispatch and repair feedback.
Readiness evidence：The request-dispatch-feedback record is traceable, and unaccepted items are listed separately.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Add leasing, fee, and property rules.
Typical scope：Coordinate daily maintenance, fees, and leasing matters for an authorized property.
Readiness evidence：Accounts, quotes, approvals, and site acceptance correspond item by item.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Practice complex complaints and contractor coordination.
Typical scope：Review complaints, costs, and service quality and coach.
Readiness evidence：The review lists complaint categories, open items, and actual improvements.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Check multi-property operations position requirements.
Typical scope：Identify the facility ledger, maintenance cycle, and urgency.
Readiness evidence：A fictional facility checklist listing faults and escalation targets.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Learn maintenance contracts and the site escalation process.
Typical scope：Coordinate professional contractor surveys, quotes, and maintenance scheduling.
Readiness evidence：Quote scope, contractor, and approval records correspond.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Add equipment reliability and acceptance methods.
Typical scope：Follow up on commercial property service contracts and repair acceptance.
Readiness evidence：Contract service indicators, site results, and the acceptance issue list.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Typical scope：Organize dues, meeting proposals, and approval records.
Readiness evidence：A fictional source ledger that distinguishes proposals, minutes, and decisions.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Learn the meeting, fee, and resident data processes.
Typical scope：Under supervision, check income and expenditure vouchers, meeting minutes, and resident notices.
Readiness evidence：Amounts and vouchers can be recalculated and the disclosure scope has a basis.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Add budget and governance rules.
Typical scope：Coordinate authorized association budgets, proposals, and common area matters.
Readiness evidence：Proposal costs, approvals, and implementation status are traceable.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Can check the management agreement and work orders.
Follow up on complaints, repairs, and fees.
Coordinate budget, contractors, and governance matters.
Review service quality and major decisions.
United States national · SOC 11-9141 property, real estate, and community association managers
About 36,900 per year
Annual average occupational openings
Annual average openings include replacement of those leaving and are not equal to new positions.
Does not establish：Cannot be used to guarantee personal hiring or explain the reason for the change.
Chinese mainland · No separately listed Chinese employment projection for property managers
Insufficient evidence: no Chinese employment projection for this occupation was obtained
Occupational outlook
Insufficient evidence: a comparable national wage and employment projection for this occupation in China. The 2025 national urban pre-tax annual averages of 89,679 yuan for all non-private and 53,338 yuan for all private personnel in the real estate industry are only property service employment scenario industry background and provide no manager headcount or growth rate.
Does not establish：Not the number of property, real estate, and community association managers or a future employment projection.
These are capability relationships, not automatic promotions or credential waivers.
Transfers：Budget, communication, and service records.
Build next：Requires adding transaction regulations, local brokerage licensing, and contracts, which are not automatically mutually recognized from property management experience.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding sales agent licensing, transaction processes, and brokerage supervision requirements.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding facility systems, maintenance contracts, and emergency management; coordination does not grant professional repair qualifications.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding engineering technology, construction safety, and applicable appointment qualifications.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding lodging business, reservation systems, and service standards.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding organizational budget, performance, human resources, and business decision authority.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding transaction regulations, local brokerage licensing, and contracts, which are not automatically mutually recognized from property management experience.
View career profileTransfers：Budget, communication, and service records.
Build next：Requires adding sales agent licensing, transaction processes, and brokerage supervision requirements.
View career profileTools can help with work order summaries and anomaly prompts, and there is no direct evidence for an occupational substitution rate; safety, contracts, and governance decisions require human responsibility.
Insufficient evidence: the national occupational wage distribution. For the property service employment scenario, reference may be made to the 2025 national urban pre-tax annual averages of 89,679 yuan for all non-private and 53,338 yuan for all private personnel in the real estate industry; these are not the manager median, starting salary, or personal range. Check offers by region, property type, size, management scope, and on-call duty.
No. O*NET shows a 2025 median annual wage of 69,990 USD for United States 11-9141, with 41,010 at the 10th percentile and 139,680 at the 90th percentile.
BLS lists the United States typical entry-level education as high school or equivalent, less than five years of related experience, and short-term on-the-job training; Chinese conditions are checked with the employer.
Property managers handle ongoing operations and governance; brokers focus on transaction matching, and licensing and responsibility are checked separately.
Repair delays, account errors, unauthorized expenditure, resident information leaks, and mishandled complaints; work orders, quotes, approvals, and acceptance must be kept.
The BLS table lists the United States 11-9141 combined property, real estate, and community association manager occupation group growing 3.7% overall over 2025–2035, officially a net increase of 17.1 thousand, with 36,900 annual average openings; not AI-attributed, and not a China or separate property manager subgroup projection.
FermatMind career content team (editorial compilation, not a review by property practitioners)
Verification date for the material: 2026-09-26; the management agreement, licensing, and board authorization are checked by location.
Tasks are taken from O*NET 11-9141; United States wages and the projection use the same occupation's O*NET/BLS rows; the Chinese occupational wage gap is visible.
Limitations：United States occupational scope; Chinese management agreements and licensing are checked separately.
Limitations：United States occupational row, not a Chinese employment projection.
Limitations：United States occupational row, not a Chinese employment projection.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：Tasks do not grant specific funding or legal authority.
Limitations：A voluntary AI risk framework and not a basis for property management authorization.
Limitations：Tasks do not grant specific funding or legal authority.
Limitations：Tasks do not grant specific funding or legal authority.
Limitations：United States occupational scope; Chinese management agreements and licensing are checked separately.
Limitations：Tasks do not grant specific funding or legal authority.
Limitations：Task exposure is not equal to employer adoption or an occupational substitution rate.
Limitations：Used for exercises and judgment frameworks, not official statistics, statutory requirements, or employer position conditions.
Limitations：A voluntary AI risk framework and not a basis for property management authorization.
Limitations：Cross-occupation task potential estimate; does not predict property, real estate, and community association manager employment or an adoption date.
Limitations：Subjective employer expectations; cannot be extrapolated to a measurement for property, real estate, and community association managers.
Limitations：Tasks do not grant specific funding or legal authority.
Limitations：Brokerage licensing and wages cannot be transferred to this occupation.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：Task exposure is not equal to employer adoption or an occupational substitution rate.
Limitations：Take the United States row; wage percentiles are not guaranteed values for entry-level or senior positions.
Limitations：The adjacent occupation's wages and authority cannot be transferred to this occupation.
Limitations：Limited to the property service employment scenario; the industry mapping is not an occupational wage or practice authorization, and complex and other classifications are checked separately.
Limitations：Personal information handling rules, not a basis for property expenditure contracts or construction authority.
Limitations：Wages of salaried employees in the industry for the same occupation, not a personal or Chinese offer; excludes the self-employed.
Limitations：Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
The Chinese text on this page explains the United States occupational scope and does not establish mutual recognition of qualifications between countries; fictional exercises do not represent employer standards.
MBTI (English) · Big Five (English) · MBTI (Chinese) · Big Five (Chinese)
Check fees, meeting minutes, and filing.
Next moves：Practice cross-vendor service coordination.
Typical scope：Coordinate facility service quality, emergency preparedness, and budget review.
Readiness evidence：Maintenance plans, incident records, and funding approvals can each be checked.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Check the facility manager field and appointment requirements.
Next moves：Practice dispute, budget, and notice coordination.
Typical scope：Organize governance procedures, accounts, and handover review.
Readiness evidence：The governance review notes procedural gaps and responsibilities and does not decide for the board.
Credential boundary：Real funding, brokerage, and construction authority are checked separately.
Next moves：Check association management and statutory governance responsibility.
