The rise in telecommuting and collaborative working (i.e., fewer cubes and more group spaces) means that employees aren't at their desks nearly as much as in decades past. A study by one corporation revealed that many of their employees spent only about one-third of their working hours at their office desks. Which begs the question: If employees use a workstation only a third of the time, do they really need a dedicated cubicle or other private workspace? Or will a different type of office layout better meet their needs? Increasingly, the movement is toward "free addressing," a concept whereby employees don't have an assigned workspace. Depending on what they're doing at work that day, they may: work at a cubicle, come to the office for a meeting in one of the group spaces, or work on a special project in a designated quiet area. This process is referred to as "hoteling." In one corporate workplace redesign, the ratio of individuals assigned to the area and the actual number of workstations is two to one. In other words, there are twice as many individuals assigned to the space as there are workstations. Technology is even more critical to free addressing environments, because users bring their own laptop computers and cell phones — either their own or company-provided. There must be multiple plug-in opportunities at belt height (to avoid awkwardly kneeling on the floor to plug in), and perhaps even an electronic directory notifying visitors where someone has settled at that moment within the space. Some companies have a mix of free addressing and workstation environments that have allowed groups to let individuals choose their style of work. This allows increased density as well as a more traditional environment for those workers who prefer it.     Discuss this case

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
icon
Related questions
Question
  • The rise in telecommuting and collaborative working (i.e., fewer cubes and more group spaces) means that employees aren't at their desks nearly as much as in decades past. A study by one corporation revealed that many of their employees spent only about one-third of their working hours at their office desks. Which begs the question: If employees use a workstation only a third of the time, do they really need a dedicated cubicle or other private workspace? Or will a different type of office layout better meet their needs?
  • Increasingly, the movement is toward "free addressing," a concept whereby employees don't have an assigned workspace. Depending on what they're doing at work that day, they may: work at a cubicle, come to the office for a meeting in one of the group spaces, or work on a special project in a designated quiet area. This process is referred to as "hoteling."
  • In one corporate workplace redesign, the ratio of individuals assigned to the area and the actual number of workstations is two to one. In other words, there are twice as many individuals assigned to the space as there are workstations.
  • Technology is even more critical to free addressing environments, because users bring their own laptop computers and cell phones — either their own or company-provided. There must be multiple plug-in opportunities at belt height (to avoid awkwardly kneeling on the floor to plug in), and perhaps even an electronic directory notifying visitors where someone has settled at that moment within the space.
  • Some companies have a mix of free addressing and workstation environments that have allowed groups to let individuals choose their style of work. This allows increased density as well as a more traditional environment for those workers who prefer it.

 

 

  • Discuss this case
Expert Solution
steps

Step by step

Solved in 2 steps

Blurred answer
Similar questions
Recommended textbooks for you
Understanding Business
Understanding Business
Management
ISBN:
9781259929434
Author:
William Nickels
Publisher:
McGraw-Hill Education
Management (14th Edition)
Management (14th Edition)
Management
ISBN:
9780134527604
Author:
Stephen P. Robbins, Mary A. Coulter
Publisher:
PEARSON
Spreadsheet Modeling & Decision Analysis: A Pract…
Spreadsheet Modeling & Decision Analysis: A Pract…
Management
ISBN:
9781305947412
Author:
Cliff Ragsdale
Publisher:
Cengage Learning
Management Information Systems: Managing The Digi…
Management Information Systems: Managing The Digi…
Management
ISBN:
9780135191798
Author:
Kenneth C. Laudon, Jane P. Laudon
Publisher:
PEARSON
Business Essentials (12th Edition) (What's New in…
Business Essentials (12th Edition) (What's New in…
Management
ISBN:
9780134728391
Author:
Ronald J. Ebert, Ricky W. Griffin
Publisher:
PEARSON
Fundamentals of Management (10th Edition)
Fundamentals of Management (10th Edition)
Management
ISBN:
9780134237473
Author:
Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:
PEARSON