Collective Office Workplaces_Architectural Dissertation

COLLECTIVE OFFICE WORKPLACES

Dissertation Submitted in the partial fulfilment of the requirements for submission of Dissertation for

Bachelors of Architecture

By SOURAVI HALDER Reg. No. 1170100715

Guide DR. PRASHANTI RAO Designation Assistant Professor, SPAV Vijayawada

Department of Planning/Architecture School of Planning and Architecture, Vijayawada December, 2021

Collective Office Workplaces

UNDERTAKING

I, Ms. SOURAVI HALDER, hereby declare that the Dissertation titled “COLLECTIVE OFFICE WORKPLACES” is a record of original research work undertaken by me towards partial fulfilment of the requirements for submission of Dissertation in the Department of Architecture, School of Planning and Architecture, Vijayawada. The work has not been submitted to any other organization/ institution.

I hereby confirm the originality of the work and that there is no plagiarism in any part of the Thesis.

SOURAVI HALDER ______________________________ Name SOURAVI HALDER Reg. No. 1170100715 2020-21 Bachelors in Architecture Department of Architecture Date: 23-12-2021

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(To be on Printed on SPAV Letterhead)

CERTIFICATE

This is to certify that the Dissertation titled “COLLECTIVE OFFICE WORKPLACES” has been submitted by Ms.SOURAVI HALDER (Reg. No. 1170100715) at the Department of Architecture, towards partial fulfilment of the submission for Bachelors of Architecture. This is a bonafide work of the student.

RECOMMENDED

_________________________ Signature of the Supervisor 1 Name and Designation Department

ACCEPTED

_______________________________ Signature of the Head, Department of Planning/ Architecture

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DISCLAIMER

The content produced in the dissertation report is an original piece of work and takes due acknowledgement of referred content, wherever applicable. The thoughts expressed herein remain the responsibility of the undersigned author and have no bearing on or does not represent those of School of Planning and Architecture, Vijayawada.

SOURAVI HALDER ______________________________ Name SOURAVI HALDER Reg. No. 1170100715 2020-21 Bachelors in Architecture Department of Architecture Date: 23-12-2021

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ACKNOWLEDGEMENT In light of all the chaos amidst us during the time of writing this dissertation paper, I would like to take this opportunity to thank those who have helped me to successfully complete this dissertation.

First and foremost, I would like to express my utmost gratitude to my dissertation guide, Dr. Prashanti Rao (Architecture, Associate Professor, Dept. of Architecture, SPA Vijayawada) for his dedicated help, advice and encouragement. His guidance allowed me to explore the various topics in the dissertation deeper. Without the active role of the dissertation coordinator; Ar. Deepak, it would have been impossible to complete this dissertation. Hence, I owe them huge gratitude.

Last but not the least, I would like to thank my friends and faculties of mine for helping me put the pieces together in my dissertation paper with their constant suggestions, motivation and friendship.

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ABSTRACT Office buildings represent considerable value as being fixed assets for all organizations. The primary purpose of an office building is to facilitate the provision of a workplace and working environment for information and knowledge processing activities such as filing, planning, designing, supervising, analysing, deciding and communicating. Office buildings have been developed in response to the need to plan, coordinate and administer these activities. These activities are carried out by staff that usually occupy assigned areas within the office space, and usually are provided with desks, personal computers and other equipment that may be required within these areas.

Recent trends in planning and design of office workplaces have emphasized the support of the hierarchical structure of management in the organization. Office design has been characterized by arrangement of workplaces that allow sequential processing of documents and express the hierarchical level of management positions .

Office buildings and spaces within do not only facilitate accomplishment of work tasks, they have the potential to improve it by contributing towards the provision of the optimum working and business environment ( Atkin and Brooks, 2000 ). As many functions are being carried out in office space, utilization of space in office environments has become more efficient. In fact, it has been approaching that of a high-tech manufacturing facility. Office space has always assumed the role of being the place and the environment where people work, research, team together, create and document information. Therefore, it is imperative that this workplace environment should be planned, design and equipped as carefully as possible to maximize the efficiency of the workforce ( Owen, 1993 ).

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TABLE OF CONTENTS PRELIMINARIES .................................................................................................................................... 1 UNDERTAKING ......................................................................................................................... 1 CERTIFICATE ............................................................................................................................ 2 DISCLAIMER ............................................................................................................................. 3 ACKNOWLEDGEMENTS .......................................................................................................... 4 ABSTRACT ................................................................................................................................ 5 TABLE OF CONTENTS ............................................................................................................. 6 LIST OF TABLES ....................................................................................................................... 8 LIST OF FIGURES ..................................................................................................................... 9

CHAPTER I: INTRODUCTION ............................................................................................................. 11 1.1 BACKGROUND ................................................................................................................ 11 1.2 NEED FOR THE STUDY .................................................................................................. 11 1.3 RESEARCH QUESTIONS ................................................................................................ 13 1.4 AIM ..................................................................................................................................... 13 1.5 OBJECTIVES ..................................................................................................................... 13 1.6 SCOPE ............................................................................................................................... 13 1.7 LIMITATIONS..................................................................................................................... 14 1.8 METHODOLOGY ............................................................................................................... 14 CHAPTER II: EVOLUTION OF COLLECTIVE OFFICE WORKPLACES ACROSS THE GLOBE .... 16 2.1 TIMELINE ACROSS THE GLOBE..................................................................................... 16 2.2 EVOLUTION OF COLLECTIVE OFFICE WORKPLACES ................................................ 16 2.3 EVOLUTION OF INDIAN WORKPLACE .......................................................................... 22 2.4 WESTERN AND INDIAN WORKPLACE COMPARATIVE ANALYSIS ............................ 25

CHAPTER III: WORKPLACE SPATIAL HIERARCHY ....................................................................... 26 3.1 TYPOLOGY OF SPACES ................................................................................................. 26 3.2 WORKPLACE DESIGN SPATIAL FACTORS ................................................................... 27 3.3 SPATIAL HIERARCHY ...................................................................................................... 28

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3.4 FRANCIS DUFFY’S THEORY ........................................................................................... 31 3.5 ANALYSIS ON TYPES OF OFFICE LAYOUTS ............................................................... 33 3.6 BENEFITS OF GOOD OFFICE LAYOUTS ...................................................................... 37

CHAPTER IV: CASE STUDIES AND ITS INFERENCES .................................................................... 39 4.1 NOXEL OFFICE , MARYLAND USA ................................................................................ 39 4.2 GOOGLEPLEX OFFICE, CALIFORNIA ........................................................................... 41 4.3 GLG WORKPLACE, AUSTIN ........................................................................................... 45 4.4 RMZ ECOWORLD,, IT PARK, BENGALURU .................................................................. 46 4.5 CASE STUDIES AND ITS INFERENCES ........................................................................ 48

CHAPTER V: ANALYSIS ..................................................................................................................... 49 5.1 COMPARATIVE ANALYSIS OF PAST AND PRESENT LAYOUTS ON THE BASIS OF CONCEPTS ................................................................................................................................................. 49 5.2 COMPARATIVE ANALYSIS OF PAST AND PRESENT LAYOUTS ON THE BASIS OF FACTORS ................................................................................................................................................. 50 5.3 CONTEMPORARY USAGE OF EARLIER WORKPLACE LAYOUTS AND IT’S SCOPE OF ADAPTABILITY ............................................................................................ 51

CHAPTER VI: DISCUSSION AND INFERENCES .............................................................................. 55 6.1 HOW THE SOCIETY IS WORKING TO EVOLVE A BETTER COLLECTIVE OFFICE WORKPLACE? ................................................................................................................................................. 55 6.2 FORCES SHAPING CHANGES AHEAD .......................................................................... 56 6.3 OFFICES REDEFINED POST PANDEMIC ...................................................................... 58

CHAPTER VII: CONCLUSION ............................................................................................................. 61 7.1 Summary ......................................................................................................................... 61 7.2 Questionnaire for a Better Workplace Design ........................................................ 61

CHAPTER VIII: REFERNCES .............................................................................................................. 63

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LIST OF TABLES

Table 1: Evolution Of Workplace in Indian Context .......................................................................

23

Table 2 Comparison Of Western and Indian Work culture ............................................................

25

Table 3: Relation Of Space Type with Spatial Qualities ................................................................

27

Table 4: Pros and Cons of Open Office Layout .............................................................................

34

Table 5: Pros and Cons of Private Office Layout ...........................................................................

35

Table 6: Pros and Cons of Cubicle Office Layout ..........................................................................

36

Table 7: Pros and Cons of Co-Working Office Layout ...................................................................

36

Table 8: Case Study and its Inferences .........................................................................................

48

Table 9 : Past and Present Analysis On The Basis Of Factors .....................................................

51

Table 10: Scope Of Adaptability Of Past Workspace Layouts .......................................................

53

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LIST OF FIGURES Fig 01: Flow Chart Explaining the Methodology ....................................................................................

15

Fig 02: Timeline Across the Globe .........................................................................................................

16

Fig 03: The Old Admiralty Office .............................................................................................................

17

Fig 04: The Larkin Administration Building, New York ...........................................................................

18

Fig 05: Taylorist Inspired Skyscrapers in New York ..............................................................................

18

Fig 06: Johnson Wax Open Plan Office .................................................................................................

19

Fig 07 Bürolandschaft Office Layout Practiced in Europe .....................................................................

20

Fig 08: Cube Farm in Office in Chicago .................................................................................................

20

Fig 09: Hot Desking in Office in Seattle .................................................................................................

21

Fig 10: Evolution Of Collective Office Workplaces ................................................................................

22

Fig 11: Space Type and Spatial Quality .................................................................................................

26

Fig 12: Key Factors for Office Design ....................................................................................................

28

Fig 13: Seven Concepts For Healthier Buildings ...................................................................................

28

Fig 14: Work- Spaces .............................................................................................................................

30

Fig 15 Meeting- Spaces .........................................................................................................................

30

Fig 16: Support-Spaces .........................................................................................................................

30

Fig 17: Francis Duffy’s Theory Of Workspaces .....................................................................................

32

Fig 18: Office Layout ..............................................................................................................................

34

Fig 19: Open Plan office View and Layout .............................................................................................

35

Fig 20: Private Office Layout ..................................................................................................................

35

Fig 21: Cubicle Office Layout .................................................................................................................

35

Fig 22: Co-Working Office Layout ..........................................................................................................

37

Fig 23: Noxel Office Building View .........................................................................................................

39

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Fig 24: Noxel Office Building Plan .........................................................................................................

40

Fig 25: Googleplex, California Office Aerial View ..................................................................................

42

Fig 26: Googleplex, Office Spatial design Analysis ...............................................................................

43

Fig 27: GLG, Workplace, Austin ............................................................................................................

45

Fig 28: GLG, Workplace, Austin Spatial Design Analysis ......................................................................

45

Fig 29: RMZ Ecoworld, IT Park, Bengaluru ...........................................................................................

47

Fig 30: RMZ Ecoworld, IT Park, Bengaluru Spatial Design Analysis......................................................

47

Fig 31: Past and Present Concepts Of Office Workplace Design ..........................................................

50

Fig 32: Factors Affecting Collective Office Workplace Layout ...............................................................

50

Fig 33: Contemporary Usage Of Earlier Workpspace Layouts ..............................................................

51

Fig 34: Design Analysis Parameters .......................................................................................................

52

Fig 35: Workers Value in Workspace .....................................................................................................

56

Fig 36: Global Upgradation .....................................................................................................................

58

Fig 37: Redefined Workplaces ...............................................................................................................

60

Fig 38 Questionnaire For Design Process .............................................................................................

62

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1. Introduction 1.1 Background What is a collective office workplace?

A collective office workplace is a situated space where a group of people come together to perform administrative work in order to support and realize objects and goals of their organization.

The workplace is in a state of transition. Despite the fact that digital transformation has changed the way people work over the last decade, the vast majority of today's workspaces are still based on a dualistic, late twentieth-century model in which rows of desks in open-plan spaces for workers coexist with private offices for senior staff.

To comprehend why the workplace will change so dramatically in the next decade, we must first look at the current social, cultural, and technical trends that are influencing how, where, and why future generations will work.

The workplace is becoming an extension of who they are for today's increasingly diverse, multi-generational, and nimble workforce. 'Both the workplace and the companies for which people work now represent this expanding aspect of people's identity,' says Kelly Robinson, a workplace designer. 'As a result, they must better reflect their wants, needs, and desires, as well as make it easier for them to achieve their objectives.'

1.2 Need Of The Study Leadership in corporate world has to be thought in much broader terms today – not just about business strategy and people, but also about how those people engage and interconnect. This includes the physical space, they inhabit: the office, the way in which it is structured for operation, and meets the needs of a diverse group, are increasingly recognized as crucial to business performance.

Also, across the world there is a shift to tertiary sector and also there is a creation of special economic zones for facilitating these services.

1.Open Offices Can Create Walls After over a decade of accepting ‘open plan’ offices as the new virtue, it has become more complicated. In The Book Transparency Trap (2014), Harvard Business School professor Ethan Bernstein describes his findings: that too much transparency can leave the employees feeling exposed. As a result they may hide what they are doing – even when making improvements – reducing productivity and, paradoxically, transparency. Professor Bernstein’s solution was a template for companies to create the four distinct ‘zones of privacy.’

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2. It's All About Business DNA When It Comes to Office Design When it comes to 'office design,' businesses in a variety of industries must find their own distinctive path forward. It is about developing new ways of thinking about the business and its goals, not only about design. A sense of urgency has grown as a result of rapid technology development, market uncertainties, and for many, the requirement for a mobile workforce.

Coca-London Cola's headquarters, for example, strives to mix company history with future goals. "A celebration of Coca-past Cola's and our presence in popular culture," the corporation says.

3.Brands are built by architecture.

New office space is invariably part of a branding effort, as sustainability is increasingly regarded as a "must have." With its joint headquarters The Edge in Amsterdam, Deloitte makes a showy statement about being at the cutting-edge of sustainability (and innovation), with offices gazing down into a 15-story atrium.

Employees have immediate access to public transportation, a high-speed rail link, and the cycle path, which has 500 bicycle places and completely wireless connectivity.

4.Sectoral Changes Reflected in Office Space Open plan offices and disguised hierarchies have long been a feature of the financial services industry. One level of typical corridors and offices was replaced with an open-plan layout of beanbags, swing chairs, and white boards when Dutch bank ING's CEO Ralph Hamers ordered a makeover of the company's headquarters. This was done in tandem with a financial restructure, a shift in staffing, and preparations for the banking industry's digital transformation.

5.The Driver Is Human Diversity Humans are constantly changing and evolving, but organisations can struggle to keep up or signal that they are out of touch by designing workplace space that does not 'work' or fails to encourage demographic diversity. This can be dangerous, as it might lead to a trap of absolutes. It is futile to force people to operate in a consistent manner without taking into account their own personalities and preferences.

6.Change Has to Be Tested

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Changing office space is a significant change in an organization's life that necessitates meticulous planning and execution. While employees must go through a potentially unpleasant process of changing their habits, organisations from the ground up must be ready for big (and often surprising) reactions.

It's vital, then, to carefully arrange each phase of the process, taking into account the time it takes to collect and assess employee feedback and distinguishing between minor and major complaints. Furthermore, people's expectations must be managed: unless health and safety are at risk, incremental change is required.

1.3 Research Questions 1. How the collective office workplaces evolved over time?

2. How does collective office workplace design differ in Indian context?

3. What are the spatial arrangements and spatial hierarchy required to form a collective office workplace?

4. How the past design of collective office workplaces influencing the contemporary usage?

5. .How the contemporary world is evolving to create a better workplace?

1.4 Aim To review the past and present arrangements of collective office workspaces and assess its utility for future.

1.5 Objectives 1. To comprehend the past trends by learning about the evolution of collective office workplace across the the globe. (1900s-2020) 2. To understand the spatial arrangements and present challenges required to form a collective office workspace.

3. To understand how the past arrangements can be adapted to the contemporary requirements and what beholds for future.

1.6 Scope In today’s fast-changing modern society, offices need to transform and adapt as fast as the world around it. This creates a scope to explore the different workspace layouts, understand the contextual needs and different user groups of the society. To also comprehend the parameters like spatial needs, psychological needs, built form being climate responsive. which help in enhancement of a workplace design.

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1.7 Limitations The research is focused on overall understanding and requirement for the need of spatial transformation to create a better collective office workspace. It does on focus on the construction technology and materials required to evolve these spaces. It does not focus on climatic requirements for the design of space.

1.8 Methodology 1. Theoretical Research (i) Need to Study Collective Office Workplaces (ii) Evolution Of Collective Office Workplaces Across the Globe (iii) Understand need of evolution Of Collective Office Workplace in Indian Context 2. Spatial Research (i) Collective Office Workplaces Spatial Design Factors (ii) Spatial Arrangement and Hierarchy Of Collective Office Workplaces (iii) Compare Different Types Of Office Layouts 3. Case Studies (i) Googleplex California (Horizontality Based Design) (ii) GLG Workplace, Austin (Activity-Based Work Design) (iii)RMZ Ecoworld IT Park, Bengaluru (Open Plan Office) 4. Analysis (i) Contemporary Usage Of Earlier Office Layouts (ii) Society Evolving Techniques to Better Design Collective Office Workspaces, (iii) Post-Pandemic Effects (iv) To compare and assess the spatial requirements of past with present, and how the past is affecting the contemporary usage of the spaces.

5. Conclusion (i) To conclude and present the demands of the contemporary timesof the contemporary times.

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Fig No.1 Flow Chart Explaining the Methodology

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2. Evolution of Collective Office Workplaces across the Globe 2.1 Timeline Across The Globe While the way we work has evolved beyond any conceivable recognition over the past 50 years, so too has where we work, and here we take a look at the history of office design. Where today, we have laptops, tablets and mobiles that enable us to work effectively from anywhere with a Wi-Fi connection, older workplaces were designed to facilitate rows of manual white-collar workers and typists, packed in tightly in an effort to maximise efficiency. Office design has become a much more cultured process with an increasing focus on creating workplaces that centre around the individual, and that promote not only productivity and efficiency but also creativity and wellbeing. But where does the history of office design begin?

Fig No.2 Timeline Across the Globe 2.2 Evolution Of Collective Office Workplace 1. The first office (design) There is evidence to suggest that the first offices originated in ancient Rome as spaces where official work was conducted and that similar spaces existed in some form throughout the ages. However, it wasn’t until the 18th century that dedicated office buildings began to be created.

With the British Empire expanding and engaging in an increasing level of trade with other parts of the empire (and world), the first office building was built in 1726 in London and became known as The Old Admiralty Office. It served to handle the Souravi Halder | 1170100715 | B.Arch 2017-22

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masses of the paperwork generated by the Royal Navy and included meeting spaces and the Admiralty Board Room, which is still used .

Fig No.3 The Old Admiralty Office Source: Evolution of Office Design, 2015

Indeed, the design of these ‘new’ office buildings warranted a mention in a UK government report on office space layouts which said: “for the intellectual work, separate rooms are necessary so that a person who works with his head may not be interrupted; but for the more mechanical work, the working in concert of a number of clerks in the same room under proper superintendence is the proper mode of meeting it.”

In Sweden the first office palace built was built by the banker Wallenberg in Stockholm 1863, in the Old Town, the city center at the time. With it started a trend to have the clerks working in large office spaces behind a counter. The banker and the board had their private offices located in separate rooms adjacent to the larger office space.

2. Taylorism and the rise of the open-plan office The need of offices came with the development of industrial production and manufacturing. The clerical work during these early days took place in suitable rooms within the homes of the bourgeois class that owned the industries as no specific buildings were assigned to administrative work (Christiansson & Eiserman, 1998).

The earliest modern offices were remarkable for their scientific approach and emphasised efficiency and the adoption of a rigid, regimented office layout that Souravi Halder | 1170100715 | B.Arch 2017-22

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resulted in workers sat at endless rows of desks with managers located in encircling offices where they could observe.

These early, open plan offices which grew in popularity throughout the early 20th century, followed the principles of ‘Taylorism’, a methodology created by mechanical engineer, Frank Taylor, who sought to maximise industrial efficiency. There has been much criticism of Taylor’s approach, as it failed to take into consideration human and social elements and focused exclusively on ensuring employers gained maximum productivity from their staff.

Fig No.4 The Larkin Administration Building, New York Source: Evolution of Office Design, 2015

Fig No.5 Taylorist Inspired Skyscrapers in New York Source: Evolution of Office Design, 2015

The evolution of open-plan working As skyscrapers and other large commercial buildings were developed, the workplace altered to become a spacious space where there was a mix of private offices and Souravi Halder | 1170100715 | B.Arch 2017-22

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open plan workstations, complete with typewriters, and in some cases a dedicated staff kitchen or canteen.

This evolution was embodied by the opening of The Johnson Wax company’s openplan office, designed by Frank Lloyd Wright in 1939. This office was primarily designed to increase productivity, and as such placed over 200 sales staff on one floor, but also included completely new elements such as bright lights, warm spaces and cork ceilings, which played a major role in absorbing office acoustics.

Fig No.6 Johnson Wax Open Plan Office Source: Evolution of Office Design, 2015

3. 1950s Bürolandschaft With the development of Bürolandschaft (office landscape) in the 1960s, this methodical approach was excluded in Europe. Here, employees will sit in a more organic mode, using plants and furniture to loosely divide the area so that the team can interact more easily.

As countries such as Germany, the Netherlands, and Scandinavia have more authoritative workers’ committees that strive for better and healthier working conditions for their employees, new “social democratic” workplaces are emerging.

4.1960s Action Office The freewheeling open layout of Bürolandschaft is not suitable for everyone. Some workers need more privacy. The Action Office series is one of the earliest modular office furniture series and is still in use today. It introduces the concept of a flexible semi-enclosed workspace. It allows the office space to be personalized and frequently modified to meet the needs of the company and its employees.

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Fig No.7 Bürolandschaft Office Layout Practiced in Europe Source: Evolution of Office Design, 2015

5.1980s Cube Farm In the 1980s, cheap and effective modular walls led to a large number of cubicles in offices around the world. As economic growth led to a surge in the number of middle managers, cubicles appeared. These employees are too important to just give a table, but they are not important enough to give them their own office or window seats..

Fig No.8 Cube Farm in Office in Chicago Source: Evolution of Office Design, 2015

6.Today As technology advances, workers have become more mobile. Laptops, mobile phones, WiFi-no cables, no restrictions. The open plan is back, allowing employees to break the isolation between cubicles and interact and collaborate more freely in the workplace. As the number of freelancers increases, so does the demand for parttime, flexible office space and creative collaboration. Hot desks and co-working are the buzzwords today.

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Co-working Co-working spaces seem to continue to be the core of office design for some time, simply because they perform so well—a recent report by Harvard Business Review shows that colleagues are thriving in these spaces, and they are important to the company. Say it's cheaper. As the number of freelancers continues to increase, the demand looks set to grow.

Hot desking tech Thanks to integrated technology, offices can keep their costs low, as automated lighting, window shading and heating are fully programmable and can be controlled remotely via a smartphone. High-tech conference rooms mean less travel and more virtual meeting rooms. And apps have already been developed for hot desks, with which you can search for available workstations in the vicinity according to variables such as light, ambient noise and the number of people.

Fig No.9 Hot Desking in Office in Seattle Source: Evolution of Office Design, 2015

Worktivity As more and more freelancers find themselves working from home, offices seek to create social, professional and creative spaces for increasingly mobile and flexible staff. Increasing work areas designed for socialization, play, exercise and diet aim to keep workers happier and healthier than at home. Take a look at Google's new Googleplex. There are indoor cycling and running tracks to see what's in it.

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Fig No.10 Evolution Of Collective Office Workplace

2.3 Evolution Of Indian Workplace The Context The current form of the workplace in India, especially in the burgeoning service sector, is largely the result of a Western typology that was introduced in India in the 1990s without considering the local context. Although this form has evolved over time, its evolution has been driven primarily by changes in business and real estate, not by demands or desires specific to the Indian cultural context.

There is a growing awareness that mature Indian employees around the world need a workplace that matches their ideals and customs. The challenge for designers is to discover what “Indian” is and to reflect it in a sensitive, appropriate and creative way.

The lack of targeted, comprehensive information specific to socio-cultural and economic factors in India is a key challenge to achieving a more culturally appropriate approach to job design.

The Findings Workplace design has a significant impact on employee performance and engagement. At present, people are increasingly aware that the mature global Indian workforce needs a workplace that can reflect their spirit and ethics. As designers, we Souravi Halder | 1170100715 | B.Arch 2017-22

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must respect this "Indianness" and reflect it sensitively and appropriately. Methods that work in other parts of the world may not have the same degree of effect in India.

Table No.1 Evolution Of Workplace in Indian Context The difficulty for both architects and organisations in India is to understand the country's rich cultural heritage, enormous terrain, and how the evolution of work affects today's workforce. To understand how to improve workplace design in India, company owners, architects, and designers must have a thorough understanding of how workplaces have evolved through time and the variables that have influenced that growth.

What does this imply?

To begin developing a conception of and design strategy for the Indian workplace, we identified 10 key factors to address as we look to the future: Souravi Halder | 1170100715 | B.Arch 2017-22

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Hierarchy: Indian culture remains hierarchical and the workplace must respect this separation. Management expects a level of distinction (separate elevators, for example) and a higher quality of service and design.

Religion: Sensitive accommodation of religious and cultural differences is paramount. Prayer rooms accommodating a variety of faiths should be accommodated in the workplace.

Demographics: Unlike many nations in the West, India’s demographics skew young: 60 percent are under 35, and by 2020 the average Indian will be only 29 years old.

Gender: Currently only 15 percent of the urban workforce is women. Though women are the minority, cultural needs require significant attention to separation between genders such as modesty panels at workstations, mother’s rooms, and security for women in the workplace.

Food: A large portion of the Indian population is vegetarian, and separation of vegetarian and non-vegetarian food is extremely important. Significant importance is placed on meals, which often consist of multiple items, and dedicated (non-toilet) hand-washing statements are necessary.

Food: Most of India's population is vegetarian and the separation of vegetarian and non-vegetarian food is extremely important. Much attention is paid to meals, which often consist of several items, and special instructions for hand washing (not related to the toilet) are needed.

Working Styles: Indian employees are quick to embrace technology and rely heavily on the phone and virtual communication, especially as teams become more global. The growing focus on employee retention requires investment in education and training.

Hospitality: Catering is extremely important for both internal and external meetings.

It is necessary to provide infrastructure for food preparation and accommodation for additional personnel involved in catering and cleaning of premises.

Location: The lack of affordable real estate has forced many offices to be located far from infrastructure, requiring autonomous power, water, and often sewerage systems. Continuing urbanization will require new approaches.

Sustainability: Corporate focus on sustainability is increasing. Larger floor slabs pose problems for daylight, and heavy (often 24/7) use of space requires special attention to durability and cleanliness.

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Transport: Due to problems with infrastructure and location, it takes a very long time to get to work. Amenities on arrival and departure are essential to improve the quality of employee service; many companies have specialized bus fleets.

What's next?

India is a huge country with huge variations. A universal workplace does not fit a multicultural, multilingual and multi-generational workforce. What would work in the south of the country would not necessarily work in the north. To expand our research, we hope to do in-depth research to get more accurate location-specific results for improving working conditions in India.

2.4 Western and Indian Work Culture Comparative Analysis Table No.2 Comparison on Western and Indian Work culture

3. Workplace Spatial Hierarchy Souravi Halder | 1170100715 | B.Arch 2017-22

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3.1 Typology Of Spaces What is a space type?

A space type is a dedicated space for a specific activity at a specific time (e.g. presentation, teamwork, model-making). Each space has an inherent “affordance” (Norman, 1999, 2002) that suggests the kind of activity for which the space is mainly intended, which is enforced through its configuration (e.g. the room layout and furniture). This configuration can be changed, which means that a space type can also change. However, changing a space type requires some time and effort, whether it be moving chairs or breaking down walls. The degree of time and effort required to change a space from one type to another determines its degree of flexibility.

What is a spatial quality?

Spatial quality is about strategies, policies, design and effective creation and use of spaces. It applies to buildings, landscapes and infrastructure. Spatial quality relates to created environments – infrastructure, buildings and landscapes. Effective design will have higher spatial quality as functioning increases, use rises and a variety of needs for people and organisations are met.

Fig No.11 Space Type and Spatial Quality Source: Spatial Qualities, MIT

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Table No.3 Relation of space type with spatial qualities Source: Spatial Understandings (1990)

3.2 Workplace Design Spatial Factors The main purpose of the office environment is to help residents get the job done. If possible, you will get the maximum satisfaction at the lowest cost. However, choosing the right office space is not always easy, as different people perform different tasks and activities.

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Fig No.12 Key Factors for Office Design Source: Gensler

Different users have different needs. For example, lawyers need more confidential space to discuss cases with clients, however advertising companies need more collaborative meeting spaces to discuss their ideas. Here, are some concepts for healthier office buildings.

Fig No.13 Seven Concepts for Healthier Buildings Source: Healthy buildings,2018

3.3 Spatial Hierarchy One can distinguish between three types of office space: workspace, meeting space, and support space to help one make decisions in your workplace or office design. 

Workspace: Office workspaces are typically used for traditional office activities such as reading, writing, and computer work. There are nine generic types of workspace, each supporting different activities.

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        

Open Office: An open workspace with more than 10 participants, suitable for activities that require frequent communication or for everyday activities with relatively low concentration.

Team space: Semi-enclosed workspace for 2-8 people. Suitable for teamwork that requires frequent internal communication and moderate concentration Cubicles: Semi-enclosed workspace for one person, suitable for activities that require moderate concentration and moderate interaction Private office: A closed workspace for one person, suitable for activities involving sensitive, focused, or many small meetings.

Shared office: A closed workspace for 2 or 3 people, suitable for semiintensive work or collaborative work in small groups.

Team room: A closed workspace for 4 to 10 people. Suitable for teamwork that is confidential and requires frequent internal communication Study booth: closed workplace for one person; suitable for short-term activities requiring concentration or confidentiality.

Work lounge: Lounge-style workspace for two to six people; suitable for short-term events requiring collaboration and / or allowing for impromptu interactions Touch down: open workspace for one person; suitable for short-term activities that require little concentration and little interaction.

2. Meeting rooms Meeting rooms in the office typically use interactive processes, be it quick conversations or intense brainstorming sessions. There are six general types of conference rooms, each of which supports a different type of activity.

     

Small conference room: An enclosed meeting place for two to four people that can be used for formal and informal interactions.

Large meeting room: An enclosed meeting space with seating for five to twelve individuals, ideal for formal engagement.

Small meeting space: a two- to four-person open or semi-open meeting area that is ideal for quick, casual interactions.

Large meeting room: An open or semi-open conference room for five to twelve individuals, ideal for quick, casual interactions.

Brainstorm room: A private meeting place for five to twelve individuals that is ideal for brainstorming sessions and workshops.

Meeting point: An open meeting space for two to four people; ideal for impromptu gatherings.

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Fig No.14 Work-Spaces

Fig No.15 Meeting-Spaces

Source: Spatial Understandings (1990)

Source: Spatial Understandings (1990)

Fig No.16 Support-spaces Source: Spatial Understandings (1990)

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3. Support spaces Support spaces in workplace are typically used for secondary activities such as filing documents or taking a break. There are twelve generic types of support space, each supporting different type of activities. 

Filing space: An open or enclosed support space for the storage of frequently used files and documents

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Storage space: An open or enclosed support space for the storage of commonly used office supplies required.

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Print and copy area: An open or enclosed support space with facilities for printing, scanning, faxing and copying Mail area: An open or semi-open support space where employees can pick up or deliver their mail.

Pantry area: An open or enclosed support space where employees can get refreshments and supplies for visitor hospitality are kept.

Break area: A semi-open or enclosed support space where employees can take a break from their monotonous work Locker area: An open or semi-open support space where employees can keep their personal belongings Smoking room: An enclosed support space where employees can smoke a cigarette.

Library: A semi-open or enclosed support space for reading of books, reports, journals and magazines Games room: An enclosed support space where employees can play games (e.g. computer games, pool, darts, crosswords) Waiting area: An open or semi-open support space where visitors can be received and can wait for their appointment during interview.

Circulation space: Support space which is required for circulation on office floors, linking all major functions of the workplace.

        

3.4 Francis Duffy’s Theory In 1990s, space planning in offices used to be mainly based on hierarchy and organizational structure, with less concern to work processes.

Duffys research led him to derive two key variables “interaction and autonomy” that regulate the nature of work in any organization.

Combination of these variables outlined four basic modes as Hives, Celles, Dens, and Clubs. They are individual, group , concentrated and transnational processing.

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Fig No.17 Francis Duffy’s Theory Of Workplaces Source: Francis Duffy’s Theory Of Workplaces, 1998 

Hives: “low level of interaction and low autonomy” Used in- data entry, telesales, call centers, banking operation



Cell: “Individual Concentrated Work and Less Interaction” Used in- lawyers, accountant, and management consultants

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Den: ”Highly Interactive Group Work but Low Autonomy” Used in- advertising , media service workplace

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Clubs: “ Highly Interactive and Highly Autonomous Used in- co-working spaces, North European office

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3.5 Analysis on Types Of Office Layouts The company's corporate statement is reflected in the workplace layout.The word "office layout" refers to the design and decoration of an office space. It considers all equipment, consumables, and accessories, as well as the necessary positioning for the office to run properly. So that all operations and staff may function efficiently and effectively, everything is in the available floor space.

The major goal of the office design

When creating a decent office floor plan or layout, there are various factors to consider. There are a few minimum requirements or reasons for which an office plan should suffice. However, the major goal is to improve employee happiness by streamlining the workflow. The basic goals of the office floor plan are as follows.

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To make the most efficient and effective use of the given floor space;

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To make it easier for managers to supervise and control their personnel;

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To provide a wholesome environment to the workforce, making them feel safe and comfortable at work

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To facilitate better inter-communication between various departments by connecting them as needed;

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To provide adequate privacy for your workforce on confidential projects;

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To ensure a disturbance-free working environment by insulating the office floor from external noises created in the surrounding area

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Fig No.18 Office Layout Source: Office Layout Types (2016)

Different Types of Office Layouts.

1. Open-Plan Office Layout In an open-plan office, there are no barriers or boundaries between workstations.

Instead, office furniture such as cupboards, shelving, and cabinets distinguishes them. The desks could be stacked one on top of the other or replaced totally with work tables that can accommodate a large number of people at once.

Pros & Cons:

Table No.4 Pros and Cons of Open Office Layout

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Fig No.19 Open- Plan Office View and Layout Source: Office Layout Types (2016)

2. Private Office Layout Cellular workstations are used in the private office arrangement, and the interior walls extend to the ceiling. This means that these components are fully separate from the rest of the office. This is the most popular sitting configuration among the organization's senior management. A private office may be shared by several managers at times.

Pros & Cons:

Table No.5 Pros and Cons of Private Office Layout

Fig No.20 Private Office Layout

Fig No.21 Cubicle Office Layout

Source: Spatial Understandings (1990)

Source: Spatial Understandings (1990

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3. Cubicle Office Layout The most frequent sort of workplace layout is the cubicle office. It is a small compartment with an open plan in which the working spaces are divided from one another by dividing walls, forming a cube shape. The most cost-effective office plan is this one. This style of layout can be seen with private offices for top workers and built-in meeting areas.

Pros & Cons:

Table No.6 Pros and Cons of Cubicle Office Layout 4. Co-Working Office Layout It is one of the most significant advancements in office layout design in the twentieth century. These programmes are ideal for self-employed people who are frequently on the go. Furthermore, you do not need to construct this workspace; instead, pay a nominal charge and pick a workstation or a spot on the lounge that you like. .Pros & Cons:

Table No.7 Pros and Cons of Co-Working Office Layout

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Fig No.22 Co-Working Office Layout Source: Office Layout Types (2016)

3.6 Benefits Of Good Office Layouts 1. Economic stability of your business by lowering office maintenance costs; 2. Improving morale and friendliness among employees and customers; 3. Improving personnel efficiency through optimal use of office machinery and equipment; 4. Improved production due to better control; 5. Improving interagency communication through proper use of the area These are just a few of the many advantages of having a well-designed and functional office layout.

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Principles of Office Layout.

1. Increase the amount of natural light in the office by orienting it to the north or east.

2. Make the most of available floor space by precisely placing computer consoles and desktops, taking into mind aspects like lighting, ventilation, and so on; 3. Creating a layout after carefully studying the sequence of actions to be performed on a daily basis and adopting a unidirectional design process to ensure proper workflow; 4. To create an attractive floor layout that will help to balance the workflow; 5. Improving staff efficiency by offering simple access to relevant processes and tools; 6. Increasing employee morale by implementing the provisions required for each employee, based on his or her tasks in the layout; 7. Limiting the number of private offices by articulating the need for such offices clearly and properly, as their establishment is costly; 8. Think about everyone's safety by incorporating adequate evacuation routes into the office layout to ensure safe passage in the event of an emergency.

9. In your plan, create both informal and formal spaces and set them precisely.

10.Provisioning for future growth scope.

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4. Case Studies And its Inferences 4.1 Noxel Office Building, Maryland USA (Hierarchical Division)

Fig No.23 Noxel Office Building View Source: Architectural Record, 1968

Introduction Noxel Office Building, was designed by Gordon Bunshaft. The office building was designed in 1968. The building was designed for theNoxell Corporation is located in Hunt Valley, MD, United States and is part of the Soap, Cleaning Compound, and Toilet Preparation Manufacturing Industry.

As lead designer of the Lever House and many of America’s most historically prominent buildings, Pritzker Prize-winning architect Gordon Bunshaft (9 May 1909 – 6 August 1990) is credited with ushering in a new era of Modernist skyscraper design and corporate architecture. A stern figure and a loyal advocate of the International Style, Bunshaft spent the majority of his career as partner and lead designer for SOM, who have referred to him as “a titan of industry, a decisive army general, an architectural John Wayne.”

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Design Concept and Spatial Analysis The layout consists of private rooms laid around the either sides with clerical workers seating in the in between spaces. The building is climate-responsive. The layout is designed keeping in the mind the concept of hierarchical division of employees.

The office building is a very tangible reflection of a profound change in employment patterns that occurred over the last one hundred years. In the U.S., northern Europe, and Japan, at least 50 percent of the working population is employed in office settings as compared to 5 percent of the population at the beginning of the 20th century. However, today's office buildings are experiencing even more change due to the recent pandemic. The office is now a place for collaboration, talent recruitment, onboarding, and inspiration with new requirements and expectations that combine physical spaces with technologically supported ways to work, in the office or remotely.

Typically, the life-cycle cost distribution for a typical service organization is about 3 to 4 percent for the facility, 4 percent for operations, 1 percent for furniture, and 90 to 91 percent for salaries. As such, if the office structure can leverage the 3 to 4 percent expenditure on facilities to improve the productivity of the workplace, it can have a very dramatic effect on personnel contributions representing 90 to 91 percent of the service organization's costs.

Fig No.24 Noxel Office Building Plan Source: Architectural Record, 1968

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4.2 Googleplex Office, California - (Horizontality) Introduction The Googleplex is the corporate headquarters complex of Google and its parent company, Alphabet Inc. It is located at 1600 Amphitheatre Parkway in Mountain View, California. It is designed by Wilkinson Architects.

The Googleplex is located between Charleston Road, Amphitheatre Parkway, and Shoreline Boulevard in north Mountain View, California close to the Shoreline Park wetlands. Employees living in San Francisco, the East Bay, or South Bay may take a free Wi-Fi-enabled Google shuttle to and from work. The shuttles are powered by a fuel blend of 95% petroleum diesel and 5% biodiesel and have the latest emissions reduction technology.

To the north lies the Shoreline Amphitheatre and Intuit, and to the south lies Microsoft Corporation's Silicon Valley research complex, the Computer History Museum, and Century Theatres. Moffett Field lies nearby to the east.

Design Concept and Spatial Analysis A primary vision was to merge the idea of workplace with the experiences found in an educational environment into a new way of working and maintenance of an edge.

The reasoning for this was the idea that within the loosely structured university system, there are resources available to allow the individual to conceive, investigate, and execute the impossible—and that is how Google was originally conceived.

Unlike the traditional office, the higher education experience offers many opportunities. In a university environment, you typically have the option of selfdirected work, a selection of work styles or work environments and independent study subject choices, either private or within a group. For example, a lesson learned from Stanford University was that coding engineers worked best in groups of 3 to 4.

In addition, a typical campus environment offers the concept of self-containment, so within the immediate area, all of your basic work/life needs can be met and the possibility of casual encounters with fellow “students” for collaboration or recreation is possible anytime during the day or night. At the university level, these opportunities are to support the goals of personal education, with a focus on each individual’s interests, but when these interests become common to a community, the results can be very powerful.

In addition, “tech-talk” and formal lecture areas were provided where learning or teaching could occur in an organized fashion, but there were also common white boards and glass walls located along “main street” for the impromptu discussions on the problems of the day.

The concept was continued through the design of 13 individual environments, which re-created environments, usually found on a college campus, and were systematically integrated into the overall design of each building by the use of a hot and cold diagram: Hot areas being more public and active zones, while cold being more secluded and private. These zones were defined by location along the primary and secondary circulation corridors.

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The result of providing an environmental backbone support for the combination of independent study, along with the opportunity for community accomplishment offers the best of all possibilities: one which satisfies the needs of the individual as well as the collective, and results in the success of both.

Fig No.25 Googleplex, California Office Aerial View Source: Google images

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Fig No.26 Googleplex Office Spatial Design Analysis Source: Googleplex California Design Spaces

The enclosed and open offices are shared by two or four individuals. This workspace promotes high collaborative work based team.

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4.3 GLG Workplace, Austin (Activity-Based Working) Introduction US studio Clive Wilkinson Architects has completed a new Texas office for tech company GLG, which features an open-office plan and a variety of communal workspaces.

The project was designed for Gerson Lehrman Group, or GLG. Founded in 1998, the tech company offers an online learning platform and network service for professionals.

The company formerly occupied two lower floors in a tower in downtown Austin. It commissioned LA-based Clive Wilkinson Architects – which previously designed GLG's global headquarters in New York City – to design a new, larger office for the 15th and 16th storeys of the same building. Totalling 42,000 square feet (3,900 square metres), the new office is nearly double the size of the old space. It accommodates 450 employees spread across two contiguous floors.

Design Concept and Spatial Analysis The design team created four distinct areas. Each houses different business groups and is fitted with the tools needed to support daily tasks. To help prevent workplace "silos" from forming, the team created a large atrium and staircase that connects the two floors. Guardrails made of white metal mesh preserve sight lines between the two floors.

The firm incorporated a system it devised called Activity Based Working (ABW), which does away with personal cubicles and corner offices. Instead, employees can choose to work in a variety of spaces, from private meeting rooms to a staffed coffee bar.” The ABW method of working empowers users by supporting a variety of working styles," the firm said. "By relinquishing corner offices and cubicles, the working environment gains efficiency and allow for additional communal spaces such as the barista bar and plaza. “The ABW concept is intended to facilitate collaboration and creativity, as well as provide comfort for employees. The firm also incorporated the system at GLG's office in New York." Employees might be giving up their personal desks, but they gain the entire office," explained Clive Wilkinson.

The office features locally sourced materials and LED lighting. Carpeting and acoustic ceiling tiles are made of recycled materials. Pops of red-orange were incorporated throughout the space, from seating upholstery to the translucent walls of meeting rooms.

Concrete flooring and exposed structural elements give the space an industrial character. The firm used wood to create a platform in the lobby, adding warmth to the space. Timber was also used for tables and a coffee bar.

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Fig No.27 GLG Workplace, Austin Source: Clive Wilkinson Architects Images

Fig No.28 GLG Workplace, Austin Spatial Design Analysis Source: Clive Wilkinson Architects Images

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4.4RMZ Ecoworld, IT Park, Bengaluru (Open-Plan) Introduction The RMZ Ecoworld building complex is located in Bangalore, a major business and technology hub in the south of India. Consisting of 14 buildings over 77.8 acres, RMZ Ecoworld is one of the largest corporate complexes in Southern India. The entire Ecoworld campus was initially LEED certified under the LEED India Core and Shell Rating 2011 system and achieved the Gold certification.

RMZ Ecoworld Non-SEZ parcel is a large-scale development designed for a natural and optimal footprint with richly landscaped central sculpture and extensive water features. It is developed from an understanding and thorough analysis of the terrain and topography, accessibility, infrastructure and visibility of the site; and guided both by the RMZ’s design brief for the development and NBC and other code requirements. The design direction from the clients was clear, to create a world-class environment in a challenging urban fabric and create a humane environment and a community of workspace which has a genuine spirit.

Architecture and Scale: The urban design and architetcureof the building aims to address the challenge of a highly intensified plot with large footprint which results in visually very massive blocks as well as potentially limited daylight penetration. The design strategy was crafted to reduce the apparent scale by breaking up the massing into smaller surfaces and volumes which create visual interest.

Design Concept and Spatial Analysis The Idea was to create work, play, live,eat, shop, spirit for the tenants and the general public of the surrounding area. This is created through Artworks, extensive landscaping, climatically-comfortable public areas and great urban spaces. Since its completion, the development has proven to be successful in this regard and it is now a well-known spot for the locality for dining, and entertainment.

The people space is created vehicular-free by careful circulation concept whereby vehicles go around the periphery leaving the central area completely pedestrianfriendly. In the Indian context, this also allows segregation of public and private (secure) areas in different layers. We create layers of public spaces at multiple levels: Ground, Podium, Midlevel terrace, and Roof terrace The services forms the central core of the building with large open plan space layout.

The rows of desks are arranged in a series with few dedicated conference rooms.

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Fig No.29 RMZ Ecoworld, IT Park, Bengaluru Source: DPA Bengaluru

Fig No.30 RMZ Ecoworld, IT Park, Bengaluru Spatial Design Analysis Source: DPA Bengaluru

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4.5 Case Study and its Inferences

Table No.8 Case Study and Its Inferences

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5. Analysis 5.1 Comparative Analysis of Past And Present Layouts on the basis of concepts The business world has witnessed significant social and technological transformations over the past few decades that have dramatically impacted how we work. And with these transformations comes a drastically different method to approaching modern office design. Trends like cubicles and individual offices are losing popularity, and flexible multifunctional offices are becoming the norm.

The Past: Switch from Cubicles to Adaptable Spaces Over the past few decades, businesses experienced rapid change in how their workplace was structured. Most of this change is due to technological advances: no longer tethered to our desks with landlines, desktop computers and dial up internet connections, the need for a designated and private space for each individual worker has been significantly reduced.

The current work environment focuses on adaptable spaces and we have smart phones, laptops, cloud-based collaboration software, and video conferencing to make that happen. In fact we tend to transport each of these tools with us wherever we travel, making the work environment truly portable. Due to this technology advance, we have seen offices do away with the traditional 9-to-5 work culture. We only have to look back to 2002 to find that only 10 per cent of workers looked at their email outside of office hours. However with the increased adoption of portable communications technology since then, in 2018, 50 per cent of workers now check their email outside of work, according to Guardian.

The trend away from cubicles and the traditional 9-to-5 workdays has created an opportunity for creative and strategic office designers to emerge. Designers must now create more technology-centered workspaces, but also spaces that are more casual, playful and creative to adapt to modern working styles.

The Present: Demand for Flexible Real Estate The current trend in 21st century office design surrounds the notion of flexibility.

Businesses require spaces that are scalable enough to increase storage space, accommodate fluctuating staffing requirements, or even change the entire floor plan to incorporate new technology or strategy. In addition, all of these capabilities must be available “on demand.” This means that businesses want adaptable work environments that they can adjust themselves, instead of relying on time-consuming and expensive professional crews to reconfigure the spaces.

For office designers, this means creating workstations that are moveable, multipurpose and, of course, flexible. A great case study to highlight this trend is Inscape’s work with U.S. telco giant, Verizon. The communications firm required a restructuring that turned their offices into activity-based workplaces that could adapt and evolve with their work force. 90 per cent of the workstations at their headquarters in New Jersey are unassigned and augmented with multifunctional meeting, collaboration and personal focus spaces. The key principle is to remain Souravi Halder | 1170100715 | B.Arch 2017-22

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agile regardless of the needs of the day or the next year. The next phase of development will feature mobile workstations that even further increase flexibility and provide instant, configurability.

Fig No.31 Past and Present Concepts of Collective Office Workplace Design

5.2 Comparative Analysis of Past And Present Layouts on the basis of factors

Fig No.32 Factors Affecting Collective Office Workplace Layout

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Table No.9 Past and Present Analysis On the Basis Of Factors 5.3 Contemporary Usage Of Earlier Workplace Layouts And its Scope of Adaptability.

Contemporary Usage of Earlier Workspace Layouts

Fig No.33 Contemporary Usage of Earlier Workspace Layouts

The earlier workspaces layout are still in use and have been adapted to contemporary requirements. The following chart explains the usage of earlier layouts in contemporary times.

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Design Analysis Parameters The following design parameters will help us to analyse better.

For perceived productivity, the features presenting large-size associations were six in total, including work area aesthetics, distraction/unwanted interruption, overall amount of noise, furnishing, building aesthetics, and space to collaborate. For health, questionnaire items presenting large-size associations were seven, namely air quality, work area aesthetics, air movement, building aesthetics, access to daylight, furnishing, and space for breaks. For comfort of the workspace, questionnaire items presenting large-size associations were seventeen in total: furnishing, work area aesthetics, air quality, building aesthetics, air movement, degree of adaptation, space for breaks, humidity, cleanliness, maintenance, connection to outdoors, interaction with colleagues, space for collaboration, lighting, noise, personalization of work area, and amount of space.

Fig No.34 Design Analysis Parameters Source: Article- The Rise of Office Design in High-Performance

When combined, large-size associations were mostly concentrated on questionnaire items linked with seven key dimensions, namely spatial comfort (six features), indoor air quality (three features), building image and maintenance (three features), noise distraction and privacy (two features), visual comfort (one feature), personal control (one feature), and connection to the outdoor environment (one feature).

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Analysis of Earlier Layouts according to design Parameters and their Scope of Adaptability In terms of intrusion, adaptability of an office building might entail anything from a 'lick of paint' to stripping it back to the frame, renovating, re-servicing, and extending a structure. The extent of the retrofit will be determined by market conditions, funding models, and the product that the developer wishes to launch.

Table No.10 Scope Of Adaptability Of Past Workspace Layouts It is critical to consider the context when making judgments. Leases are getting shorter and more flexible as users expect more from their office premises. The way we work in these spaces has changed dramatically in the last 15 or so years, particularly with the increased emphasis placed on wellbeing and the positive effect it has on productivity and talent retention and attraction. These changing demands are driving a wider range of offers to the commercial office market with an increasing requirement to provide differentiation.

Advances in technology and mobility have resulted in a significant increase in startups and small businesses looking for more affordable office space; these tenants are willing to compromise on perceived quality of space and set up shop in less fashionable areas, often formerly more industrial spaces. This, combined with a growing emphasis on cooperation and idea exchange over more isolated activities and cellular, hierarchical working styles, has resulted in a trend toward less formal workplace design.

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Standard 25-year leases on 1990s building stock are coming to an end, presenting prospects for renovation. A higher level of mechanical and electrical servicing was standard back then, along with larger floor-to-floor heights to permit more air distribution. The floor layouts were created to accommodate large amounts of heavy paper and servers. Such structural capacity is no longer required to support the modern workplace, but it can be leveraged to create additional floor space, allowing buildings to work harder, achieve greater rental values, and become more appealing to potential tenants.

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6. Discussion and Inferences 6.1 How the Society is Working to Evolve a Better Collective Office Workplace?

Space may be used to increase employee engagement, stimulate creativity, and boost productivity. But how can one define an ideal space? We look at how the science of deliberate design can transform any workplace into a comprehensive experience in the Science of Space.

A sense of community is endemic to our humanity: It’s the feeling of identity, of belonging—the feeling that we matter and share a commitment to meeting one another’s needs. Because of this, many businesses have discovered the value in providing their customers with a community around their brand.

“While human interaction proves to be crucial for work and life, people are also keen to enjoy variety in work options, the future of work is shifting from purely remote to a hybrid model. Flexibility is key in future workplace strategies because choice has become an invaluable asset. People want to choose to access workstations, meeting rooms and breakout areas when they need it, and corporations are realising that incorporating a flexible element can also positively impact their bottom line.”

Six key factors influencing business operations in the future: A more fluid workforce Flexible working will become more widespread after the pandemic. This will create a more fluid workforce and lead to greater acceptance of varied working styles and locations.

Options to scale up and down Businesses will look for more flexible workspaces as a means to mitigate headcount volatility, test growth, and access ready space on short notice.

Workplace de-densification To accommodate for social distancing protocols and increasing the agility and mobility of their workforces, flexible workspace solutions will provide hubs as they spread their workforce across locations.

Fit-out cost avoidance Occupiers are looking to preserve capital and evade high upfront fit-out expenses, preferring to use capital for operational expenditure. A more minimal approach towards design may be in store for office spaces looking to minimise capital expenditure costs, or incorporating flexible workspaces that are furnished and ready to move into corporate real estate (CRE) strategies.

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Risk mitigation strategies Occupiers will look towards reconstructing how their workforce operates and deciding which of their talents can remote work, hybrid work or fully operate onsite.

Positive Psychology in the Workplace Positive psychology in the workplace focuses attention away from the more negative aspects of a work environment such as violence, stress, burnout, and job insecurity through the purposeful promotion of positive psychology and positive work. This emerging field of positive psychology seeks to increase productivity in the workplace by implementing policies and organizational behaviors that nurture a work environment that is fun, safe and fulfilling for workers and reduces psychological issues in the workplace. This can be facilitated by on staff psychologists and HR teams that specifically focus on creating this type of environment through employee training and support initiatives.

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Fig No.35 Workers Value in Workspace Source: Clutch

6.2 Forces Shaping Changes Ahead The future of work asks us to consider the biggest questions of our age. What influence will the continuing march of technology, automation and artificial intelligence (AI) have on where we work and how we work? Will we need to work at all? What is our place in an automated world?

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The shape that the workforce of the future takes will be the result of complex, changing and competing forces. Some of these forces are certain, but the speed at which they unfold can be hard to predict. Regulations and laws, the governments that impose them, broad trends in consumer, citizen and worker sentiment will all influence the transition toward an automated workplace. The outcome of this battle will determine the future of work in 2030.

The megatrends are the tremendous forces reshaping society and with it, the world of work: the economic shifts that are redistributing power, wealth, competition and opportunity around the globe; the disruptive innovations, radical thinking, new business models and resource scarcity that are impacting every sector. Businesses need a clear and meaningful purpose and mandate to attract and retain employees, customers and partners in the decade ahead.

Technological breakthroughs Rapid advances in technological innovation Automation, robotics and AI are advancing quickly, dramatically changing the nature and number of jobs available. Technology has the power to improve our lives, raising productivity, living standards and average life span, and free people to focus on personal fulfilment. But it also brings the threat of social unrest and political upheaval if economic advantages are not shared equitably.

Demographic shifts The changing size, distribution and age profile of the world’s population With a few regional exceptions the world’s population is ageing, putting pressure on business, social institutions and economies. Our longer life span will affect business models, talent ambitions and pension costs. Older workers will need to learn new skills and work for longer. ‘Re-tooling’ will become the norm. The shortage of a human workforce in a number of rapidly-ageing economies will drive the need for automation and productivity enhancements.

Rapid urbanisation Significant increase in the world’s population moving to live in cities By 2030, the UN projects that 4.9 billion people will be urban dwellers and, by 2050, the world’s urban population will have increased by some 72%1. Already, many of the largest cities have GDPs larger than mid-size countries. In this new world, cities will become important agents for job creation.

Shifts in global economic power Power shifting between developed and developing countries The rapidly developing nations, particularly those with a large working-age population, that embrace a business ethos, attract investment and improve their Souravi Halder | 1170100715 | B.Arch 2017-22

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education system will gain the most. Emerging nations face the biggest challenge as technology increases the gulf with the developed world; unemployment and migration will continue to be rampant without significant, sustained investment. The erosion of the middle class, wealth disparity and job losses due to large-scale automation will increase the risk of social unrest in developed countries.

Resource scarcity and climate change Depleted fossil fuels, extreme weather, rising sea levels and water shortages Demand for energy and water is forecast to increase by as much as 50% and 40% respectively by 20302. New types of jobs in alternative energy, new engineering processes, product design and waste management and re-use will need to be created to deal with these needs. Traditional energy industries, and the millions of people employed by them, will see a rapid restructuring.

Fig No.36 Global Upgradation Source: Google Images

6.3 Offices Redefined Post Pandemic Each year, new research emerges around the built environment – providing valuable insight into how office design trends can impact employee wellbeing, productivity, Souravi Halder | 1170100715 | B.Arch 2017-22

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talent retention and so much more. With the past year’s events throwing most predictions up in the air, it has been reconvened, recalibrated, and reconsidered 2021’s biggest office design trends, factoring in the influence of COVID-19.

Why do we come to work?

The office in a hybrid workplace must cater directly to the needs of users. So, what are the requirements of employees? And how are we going to get it to them?

The Findings: We come to the office to get down to business.

The home office is cozy. Who doesn’t like the leisure of working from the porch or taking a powernap between mind-numbing conference calls. But when it comes down to it, we rely on the office to put our heads down and work. It’s an underacknowledged fact that innovation is 10% collaboration and 90% grinding. Nothing facilitates intense creative focus like an office. In response to this need, office space provides a task-driven atmosphere conducive to work, as well as sensitive and confidential meetings.

We go to the office to work as a team.

Zoom is fine, and it will very certainly be a part of our workflow indefinitely, but it can't replace the enthusiasm and camaraderie that comes from working together on a project. We develop new ideas in the lab. Small and large team meetings, celebrations, and collaboration are all possible in these settings.

We arrive at the office with the intention of getting down to business.

The home office is warm and inviting. Who doesn't enjoy working from home or having a power nap in between mind-numbing conference calls? When it comes down to it, though, we rely on the office to help us focus and work. It's a little-known fact that invention is made up of 10% cooperation and 90% grinding. An office, more than anything else, allows for intense creative focus. Office space meets this need by providing a task-oriented environment suitable to work, as well as delicate and confidential discussions.

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Fig No.37 Redefined Workplaces Source: Google Images

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7. Conclusion 7.1 Summary Given the number of office workers in the world and the consequences of poor workplaces, understanding how different aspects of offices impact our wellbeing, has the potential to unlock numerous benefits for businesses and individuals. The studies will enable us to better define thresholds for distractions, spatial and social density, considered against the activities, tasks and personality profiles of different groups within a workforce and building.

Greater insights into the relative impact of environmental and spatial variables can also help to better define a client’s brief, based on the priorities for that project, and taking into account financial, spatial or contextual constraints. This can then support spatial planning and design to provide the right amount of space for the different groups of people, tailoring the spatial layout and ratio of spaces to suit the specifics of a user group.

As activity-based working becomes more prevalent, a ‘one size fits all’ approach to design can no longer be considered. This style of working requires a better understanding of the attributes that support different activities, work tasks, or people.

We need to understand the specific requirements of different user group, taking into account the role that personality type and preference play, by actively engaging with building users in the design process. Understanding the broad profile of different user groups within an office or building will ensure that the design includes the correct mix of different spaces and spatial attributes which are most suitable to support those groups. Moreover, understanding our psychological responses to a workplace is as important as our physical responses to ensure the workplaces of the future are productive and healthy.

7.2 Questionnaire for a Better Workplace Design In today’s fast-changing modern society, offices need to transform and adapt as fast as the world around it. And so the next big trend in design will most likely be improving the use of technology in the workplace by further integrating the Internet of Things into our daily lives.

Here, underneath we have a list of question based on design parameters which help us to initiate the design process of workplace in a better manner. These questions help provoke the insight required and indulge one in deep thinking process. The parameters vary from giving psychological importance to climatic and environmental aspects.

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Fig No.38 Questionnaire for Design Process Source: Adaptability and Sustainability of Office Buildings

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