Management and Work Place Design Essay Example

Additionally, India is entering the animation industry with low-cost budgets, making it an attractive option for outsourcing post-production processes (in theaters soon,' 2001). Nonetheless, companies like Paxar need to be cautious when working with third parties (Itching ; Scratching Magazine, 2006).Goldstein, 2004), in order to protect their core competencies of intellectual property because it is the company's creativity which is turning into income. Paxar is always concentrating on the company's objective of using the latest technology with superlative creativity to develop impressive and unforgettable animated films for all ages throughout the world, which will steer them ahead from competitors (Obstreperousness's, 2009). Paxar is a company that has a creative vision of bringing imagination to groundbreaking entertainment that brings huge earnings for the company (Rosenthal, 1997).

Therefore, creative companies have to provide a favorable work environment in the organization that helps to enhance the productivity and motivation of the creative workforce (Lolled & Cummings, 1996). Consequently, the following theoretical framework can be identified to describe how workplace design, organizational culture, and leadership style bring together a successful creative organization.

2.1 Organizational Culture and Leadership developments by Handy (1985) demonstrate how organizational cultures can fit into achieving their goals and employee interests (Lintiest, Flop & Lilly, 2009).

Further discussion of how different leadership styles are adopted for different organization cultures using the leadership continuum of Attainable &Schmidt, 1973). Task culture is commonly found in organizations that have a matrix structure, where expertise is brought together at the appropriate level to meet organizational goals. This culture is suitable for flexible and creative companies that are responsive to the market environment. In task culture organizations, work is often project-based, with individual and

group objectives aligned towards achieving organizational objectives (Handy, 1985). According to Attainable and Schmidt, managers in task culture organizations consult with subordinates to gather ideas and make decisions (Attainable & Schmidt, 1973).Schmidt, 1973) Similarly, in this culture, Rosetta Moss Canter states that managers have a participative management style and encourage subordinates to be part of the team, share rewards, and deliver on promises (Canter, 2004). The power culture relies on a central power source and is controlled by a few management personnel. It mainly depends on individuals rather than team performance. Subordinates in these organizations must comply with leaders and do whatever the leaders say. The culture is primarily resource-based with the personal power of leaders (Lintiest, Flop ;Lilly, 2009). The leader makes decisions themselves and "tells" employees within the company (Attainable ;Schmidt, 1973). On the other hand, the person culture is centered around individuals in the organization. These organizations typically offer employee satisfaction through relationships and a mutual environment where employees can get along with informal standards developed by team members (Handy, 1985). Attainable ;Schmidt suggests that managers should allow subordinates to function within their limits by "participating" in the decision-making process (Attainable ;Schmidt, 1973). According to Becker (1995), organizations must provide well-designed, planned, and high-functioning workplaces that impact performance and make them more competitive.It is convenient to manage the physical facilities, employees, management style, and procedures as a whole (Becker ;Steele, 1995). Duffy (1997) introduces the concept of workplace design based on organizational variables of interaction and autonomy (Duffy, 1997). To "energize physical office design with the sense of organizational strategy' (Duffy & Tania, 1993). He demonstrates four types of office design models

such as hives, cells, dens, and clubs (Appendix C). The Hive - This design is suitable for more individual routine process work. The office layout will be open planned, screened, and impersonal. F. W Tailor's (1911) concept of scientific management is also complying with this style of a workplace (Fischer & Assyrian, 1984). It is more suitable for a role culture of the Harridan's (1972) ramekin. Furthermore, the concept of Machine bureaucratic organization can also be related to this type of work environment (Integers, 1989). The Cell - This type of office design is appropriate for an organization with concentrated work and less interactions. The physical layout of the organization has to be designed in a way that employees can perform a variety of tasks. Harridan's (1972) Power culture can said to be best in this context. The Den - This relates to a company with involvement of teamwork and a high level of interactions but not necessarily highly independent.This type of organization is associated with Harridan's task culture, requiring individual desks, spaces for group activities, and shared equipment in the office. The club culture, on the other hand, aligns with Integer's concept of an innovative organization, which emphasizes autonomy and interaction. The workplace design focuses on both individual and team-based work, with employees being knowledge workers who are creative and share knowledge. This type of organization is also associated with Harridan's person culture. Modern organizations are transitioning to be more flexible, collaborative, and creative as opposed to traditional bureaucratic and hierarchical structures. Creating a favorable job environment is essential to increase employee satisfaction and capability, which leads to organizational growth. To be a successful

organization, management must build the organizational culture and design the workplace according to the industry's nature.Appendix E) (3) Key Issue Chine (1993) suggests that understanding the workplace design of a company can provide valuable insights into its culture (Chine, 1993). In order for an organization to succeed, the workplace design must promote communication, information sharing, and mutual support among employees, as these factors are powerful motivators (Handwritten, 990). Additionally, the right work setting is crucial for the company's success.

In the Animation industry, Paxar holds a prominent position, and the flexible working conditions greatly contribute to the company's sustainability (Overdo, 2003). These conditions align with Pixie's core operating principles of freedom of communication, creating a safe environment for idea sharing, and staying updated with industry innovations (Catcall, 2008). Steve Jobs, as the CEO of Paxar, plays a significant role as a supportive leader who values innovation and believes in the power of informality to foster creativity (Burrows ; Grover, 2006). Paxar recognizes the importance of integrating physical layout, design, and communication to support organizational objectives (Stone ; Luckiest, 2001).The text discusses how Paxar's work environment, based on artistic abilities and reiterative processes, fosters innovative minds and supports the company's culture. The design of the workplace, specifically the large atrium at the centre of the building, facilitates communication and interaction among employees. This design is similar to Frank Lloyd Wright's Larkin building. The text emphasizes the importance of employee relations and teamwork in the production of computer animations. Thus, Paxar's management has created an environment that promotes trust, respect, and creativity.(Catcall, 2008) The design of Duffy Club, especially the Paxar building, incorporates "Bump Zones" to encourage spontaneous

meetings among employees and promote a sense of unity and collaboration at all levels of the organization, which aligns with Trucker's (2000) concept of the "Knowledge Worker". The workplace includes open and closed team pods, private offices, and accessible workstations to facilitate interaction among employees at any level and enable them to seek solutions from members of other departments without going through formal channels (Richmond, 2009). The design also prioritizes the importance of resting times by providing restrooms and mini homes equipped with kitchens, living rooms, family rooms with lounge seating, gaming consoles, and coffee bars to cater to everyone's productivity needs. Additionally, the use of large glass windows and natural lighting allows employees to feel more connected to the external and natural environment.Paxar Studios in Richmond (2009) has been designed to consider all aspects of open culture and employee requirements. This includes focused work activities like thinking and reflecting (Figure 3), collaborative efforts such as sharing information, problem-solving, and innovative creations (Figure 4), as well as interpersonal learning and socializing (Vogue, 2009) (Figure 5). The physical aspects of the workplace are also important, with suitable positioning of furniture, comfort, air quality, and lighting.

The management at Paxar understands that the physical office environment is crucial for driving efficiency in a highly technological and creative company. Studies have shown that an office design that combats stress, improves employee morale, and enhances creativity and productivity is essential (The Impact of Office Design on Business Performance, 2005). Figures 1 to 5 depict the significance of these factors.

Moreover, current workplace design emphasizes the importance of visibility to encourage face-to-face communication, higher density to facilitate interaction among individuals, and the

provision of informal meeting places (oases) for employees (Striker, 2009). This aligns with Deviant & Twitchy's (1990) idea of incorporating new information to enhance flexibility, networking, and knowledge creation within Paxar animation studios.According to Duffy (1969), workplace design can be advantageous for both management and employees. The benefits for employees include the flexibility to switch between group and individual activities, as seen in Paxar Animation Studios where they have common workstations and private work pods. Additionally, rest areas such as lounges and coffee bars allow workers to take spontaneous breaks and have time for themselves. Paxar has also taken measures to provide comfortable office furniture, natural lighting, and private cubicles for those who prefer them, enhancing employee satisfaction.

On the other hand, management can also benefit from carefully designing the workplace. After employee salaries, office building expenses are among the most significant costs. Therefore, a thoughtfully planned workplace can reduce expenses (Marmot & Eely, 2000). In the case of Paxar, they repurposed an abandoned warehouse to create an attractive office space using elements like truss ceilings, exposed bricks, and sash windows.

Furthermore, open work environments promote informal knowledge exchange and facilitate the allocation of individuals to different work teams. This increased mobility within the organization ensures smooth workflow in day-to-day activities (Stone & Luckiest, 2001).In order to secure valuable employees in the creative industry, the employer must build a good image of the company and provide a favorable work environment. However, there are three drawbacks of an open workplace culture. Paxar culture encourages employees to work independently and utilize their time and resources to increase creative performance. However, this can result in some employees losing control over

workers, leading to decreased productivity, delays in production, extended deadlines, and poor team performance. Additionally, it is difficult to measure individual performance in a peer-driven culture, as effort may vary among employees. This lack of recognition may discourage some employees and result in job dissatisfaction, potentially causing them to leave the company. Therefore, it is important for Paxar to handle such situations carefully.Although the open workplace design of Paxar promotes employee interactions and relationships, some workers may find it too noisy due to conversations and distractions from people moving around, making it difficult to concentrate on their work. Thus, these employees may struggle to fit into the company culture. Additionally, it is crucial for Paxar management to enforce a clean desk policy for shared workstations in order to create an appealing workplace for everyone (Marmot; Eely, 2000). For a creative organization like Paxar, it is important that people, processes, and the physical space are interconnected and have a significant impact on creating a sustainable work environment and improving employee behavior and performance (Allen et al., 2004). Thus, it is essential to evaluate the effectiveness of the current workplace design and make necessary changes to maintain continuous success. Employee feedback can be used to measure productivity in five ways, as suggested by Overdo (2003). This includes assessing satisfaction with specific aspects of the workplace, such as desk sharing and workstation size, using a five-point scale to gauge worker satisfaction.The above aspects are assessed to understand the importance given by users. The overall assessment involves measuring the general impression of the workplace, determining whether workers have a positive, negative, or neutral view of the work design. Obtaining

feedback from employees about their suggestions and further developments is the most effective way to identify the most positive and most negative characteristics. By evaluating the feedback, the company can gather productive ideas and make informed decisions. The ultimate goal of workplace design is to enhance worker productivity. In the case of Paxar, a company with a person culture that is difficult to control, evaluation methods proposed by Fischer (2007) can be utilized to assess productivity at individual, group, and organizational levels. Individual productivity is measured based on how quickly tasks are completed, which is a challenge for Paxar as many projects are team-based. Currently, top managers participate in groups and provide daily feedback through a process called 'dailies', allowing for informal evaluation of team members (Catcall, 2008).

This method can be recommended as a productive because directors can continuously measure the productivity of the individuals.

Productivity of the groups can be measured quantitatively and qualitatively in relation to the sharing work places.

In Paxar, qualitative outcomes can be measured as the number of successful new ideas and practical recommendations. The outcome may differ according to the number of team members. This is useful to determine the effectiveness of the workplace, helping the team members to interact and communicate.

Finally, the company has to evaluate whether the workplace design has helped to meet the organization's objective and to maintain a competitive position within the industry (Fischer, 2007).

In addition, the workplace design may impact the recruitment procedures of organizations due to the disorganized work places (Workplace said to affect recruitment, 1999).

But in well-planned offices like in Paxar, this problem can easily be overcome by

'hot desking', which is shared use of non-assigned desks.

But this needs careful planning and preparation and strict consideration of the clear desk policy (Allen et al., 2004).

According to Franklin Becker (1995), it is important for managers to involve employees in any changes or developments in the physical setting, allowing them to have control over their own surroundings. Furthermore, the analysis of workplace design shows that the physical comfort of the workspace has an impact on the psychological factors of employees, influencing their sense of belonging and ownership within the organization (Fischer, 2005).

Workplaces and buildings represent the visual representation of a company's culture and vision, as well as its tasks (Fischer, 2005). The design of workspaces significantly affects employee behavior towards achieving organizational objectives (Marmot & Eely, 2000). It also has an impact on various functions within the company, including organizational design, facilities management, financial management, and information technology (Chain, Beckman & Lawrence, 2007).