I need 3000 words in work place management to rephrase my task

Instructions

I need your to paraphrase my task.paraphrase all the paragraphs in this task and arrange the figures nicely You don't have to do any research 

for any reference, just paraphrasing and moderating to 3000 words -  

Arranges the figure in order based on the content. Total 3413, got to moderate till 3000 words with 10% buffer only 

words are all there, just paraphrase only and you don't need to do any reserach... 

exclude the reference mate 

Workspace - P1 & 2 v1.doc

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Attachment 1:

Workplace Management 

To be completed by the student: 

Table of Contents 

EXECUTIVE SUMMARY 3 

PORTFOLIO ONE: WORKSPACE AND EMPLOYEES WELLBEING 4

1.1 Workplace Design and Planning Methodology 4

1.2 Innovative Workplace Planning Strategies for Small Spaces 7

1.3 Impact of Workplace of the Future on Sustainability and Environmental Management 11

PORTFOLIO TWO: FLEXIBLE WORKSPACE 12

2.1 Influencing Factors 12

2.2 Space Use Analysis 15

“VANGUARD SINGAPORE CASE STUDY” 17

2.3 Space Programming Methodology 19

CONCLUSION 20

REFERENCES 21

EXECUTIVE SUMMARY 

Workplace management is increasingly being recognized as the epicenter for creating and supportingorganizational culture. The culture in turn promotes employee well-being and organizational performance. The management of a workplace should be arranged in such a way that it brings employees together and secure a solid competitive advantage in the desired market. To achieve this, workplace design and planning which provides a holistic workplace practice must be implemented. Companies find themselves struggling to enhance space utilization, optimize collaboration and increase employee motivation at work. It is for this reason that companies are constantly transforming themselves to attract qualified employees and suit the vital goals of their businesses. Key among these goals include agility, high market responsiveness and flexibility. Notable trends that are being adopted to aid in achieving company goals have also shaped workspace strategies that are currently being used. The previous norm was that employees worked in spaces filled with filling cabinets and cubicles. However, the position has since changed as employees expect more open and collaborative workspaces. 

 
PORTFOLIO ONE: WORKSPACE AND EMPLOYEES WELLBEING
The workspace management is increasingly targeted towards the well-being of the employees and increment of the workers’ productivity. The futuristic idea of the workplace design could be as presented in the figure 1 below. 

Figure 1: The workplace design of the future 

Source: Sharma, 2019

A lot of designs will not only emphasize on the use of digital tools, but also enhance aspects of collaboration, interaction, and home-like approaches to enhance employees’ productivity.

1.1 Workplace Design and Planning Methodology

Workplace design and practices are linked with the wellbeing of employees as well as their ability to achieve better outcomes for the business (Kalliath and Kossek, 2012). A workplace design can manifest itself, reinforce and sell a company’s culture, visions and objectives.  

Importantly, the workplace design seeks to promote a collaborative culture (Sanoff, 2011). In essence, the collaborative culture and co-working increases the ability of the employees to share ideas and hence promote the productivity of the company as a whole. In addition to this, workplace design has been fundamentally vital in enhancing the use of right technologies and the innovative capacity of the employees. According to Truss et al. (2013), adapting the use of the right technologies at workplace has enhanced the utilization available data and promotion of flexibility as well as agility. Having an updated design of the workspace utilization that provides easy correspondence through digital communication and information systems enhances an employee-centered approach to organizational management thus leading to better retention level of employees and their overall happiness.

Further, some workplace designs are directed towards ensuring that workers can achieve the required level of concentration depending on the pieces of work they are focusing on (Worthington, 2012). With proficient workspace design, distractions are reduced drastically since employees will easily focus on work. This is achieved by providing different types of offices which include private offices, discussion rooms to hold few people, conferencing rooms for a larger number of people, and other arrangements as shown in the layout (figure 2). In addition to this, another aim of creating a proficient workplace design is to minimize unused space. In cases where a company is facing high occupancy densities due to the large number of employees it has, the best possible solution is to design a workplace structure that is comfortable for the workers through ergonomics (Pheasant and Haslegrave, 2018). The figure 2, below shows how a company can maintain comfortable working design despite the small spaces using ergonomics considerations.  

 
Figure 3: Guidelines on ergonomics 

Source: Blitz, 2020

In this light, companies ought to create the best environments for their employees so that the business can thrive. Workplace practices, on its part focuses mainly on breaking competitive barriers as faced by many companies. In terms of strengthening collaboration among employees, it would make sense if a company were to have shared and open offices as opposed to individual ones. This gives way for interactions among fellow employees as seen in figure 4.  

1.2 Innovative Workplace Planning Strategies for Small Spaces 

It critically important to use innovative workplace design strategies to develop working conditions that will not only address contemporary concerns within the company but also appeal talented employees to the company regardless of space constraints (Høyrup, 2010). In so doing, productivity will be enhanced despite the limitations of the physical space. To start with, an innovative workplace is achieved through an integrated approach to conserving constrained working space. This implies that the designing does not only focus on the placement of the spaces and furniture, but also behavioral aspects of the workers. The integrated approach, in figure 5, requires that the physical space, work experience, health status, and workplace policies are taken into consideration with the view of increasing the well-being of the employee since the constrained floor space presents a delicate situation that can easily affect the employees. This said, aligning the functionality of the workspace to support better work modes and behavior results in space efficiency (O'Neill, 2010).  

Using Open Office Designs: If the position is the former, chances are that the office space may not be enough to accommodate everyone. To correct this, the company can relocate its employees from private offices to open planned workspaces of better yet, cubicles (O'Neill, 2010). 

 
Figure 6: Open office vs closed office 

Source: My office, 2020

In the above figure 6, it is evident that for the same working space, the company with an open space enables 8 people to work in the same floor area as compared to 3 workers for the closed offices. Clearly, the barriers do not only take a lot of space that could have otherwise been used to allocate more employees with space, but also curtails the ability of the employees to move freely for the sake of functional proficiency especially when they need to collaborate. In the case of the latter where a company has less space with the optimum number of employees in the company, the most probable solution would be to enforce flexible work schedules. In effect, flexible work schedules will minimize disruptions and guarantee smooth functioning of the company. The company has to respond to its limitation by ensuring that only the appropriate number of employees is working from there at any given point in time (Elnaga and Imran, 2013). Yet, there is need to ensure that the most important functions of the company which are also referred to as the core or rather the primary functions are catered for at all time from the physical office where need be.

Virtual Teams/Telework: The Telework approach is an integral strategy used in improving the use of the available space to the optimum productivity. It entails working from elsewhere other than the traditional office. Most people choose to work from homes or even company-controlled office spaces that are situated outside the main office and which are closer to their homes of where clients are based. When using this approach is applied, companies need to keep pace with technological advancements. Clearly, the company has to explore the latest technological processes such as video conferencing, virtual presence and web casting among others (Kane et al., 2015). The use of these technological advances in the workplace reduces the need to meet and collaborate physically where they increase the need for more space.  

Facility Management Aspect: Increased strain on the floor space to the point where employees are not able to carry out their responsibilities can also be conveniently addressed through facility management (Langston and Lauge-Kristensen, 2013). Closely linked to workplace design, facility management focuses on the arrangement of office facilities. Depending on the space available as well as the number of employees, the facilities need to be well- positioned so as not to limit movement and cause other inconveniences related thereof (Yeoh, 2012). If well planned, it will create seamless connections between departments operating in the floor space. Employers need to incorporate the facility management strategy so as to achieve smart results. It equips employees with a better ability to adapt to structural changes in the company. The figure beside provides an example to that effect. In this layout (figure 7), it is evident that an employee can move from all the areas including spaces A, B, C, D, and E without interfering with the rest. 

Figure 7: Office structure 

Allowing Employees’ Self-Management: Changing a company mindset to one that is result only work environment is another innovative strategy aimed at decongesting the work space (Skogland, 2017). Here, employees are allowed to set their own working hours while the company looks out to ensure that there is no overlapping of assigned time. At the end of the day, employees’ performances will be analyzed solely on their results. Broadly speaking, the utilization of this innovative work place strategy will foster a productive workspace culture that organically recognizes employees’ efforts. The best thing about it is that it is effective lover a long period over which a company would have recorded growth.

1.3 Impact of Workplace of the Future on Sustainability and Environmental Management 

Digital Infrastructure: The future workplace will increase the use of digital tools and reduce the need to use papers. Not only will this conserve the environment by reducing the demand for trees needed to make papers, but it will also reduce the cost of operations. 

Increased Environmental Awareness: The organizations will have increased awareness on the importance to maintain a clean and sustainable environment. With this awareness, for instance, placing recycle bins in offices greatly improves employee behavior to conserve the environment (Steg, 2009).  

Sustainability Oriented Workplace Culture: Having an organizational culture that recognizes socially accepted norms like environmental management and sustainability is important. Information concerning the environment is shared and employees are allowed to engage in initiatives that promote sustainability and the conservation of the environment (Ucii, 2010).  

Sustainable Workplace Organizational Structures: Inherent structures and processes within the company and their demonstration in supporting environmental benefits has influenced employee behavior towards the environment (Muster, 2011). The direct and personal involvement of the top management further attracts commitment to environmental sustainability.  

PORTFOLIO TWO: FLEXIBLE WORKSPACE 

Flexible workspaces provide a chance for companies and individuals to attain a professional working space with little cost for setting up and using the most minimal time possible. 

Source: Varidesk, 2020 

2.1 Influencing Factors 

When designing workspaces, it is fundamentally vital to take into consideration the critical rise of the flexible workspace. In essence, there are various factors that influence such design that seek to focus on promoting flexible workspaces.  

People-Centric Designing: Workplace culture across Asia Pacific region has evolved with it becoming more people-centric. This has led to companies occupying business spaces opting to use flexible workspaces for their employees. Ideally, what the companies are going for include a range of spaces both shared and private, workspaces with more facilities and more shared office space (Lah, 2015). This can be best seen through the interest that individuals have portrayed towards flexible workspace.  

 
Figure 8: Unique searches 

Source: APAC Flex market

In this graph (figure 8), the outlook of the Asian demand for flexible office spaces has been illustrated showing the number of google searches which have been made in regard to flexible offices over the internet. In Singapore, there has been a general increase in the number of searches conducted in relation to flexible offices. This is an implication that the people-centrism aspect is a critical factor when seeking to design offices in the contemporary Asian market. 

Promoting Co-Working: In Singapore, the growing community of young entrepreneurs has brought with it a demand for co-working space where different people meet and exchange ideas. The young generation is pulled towards flexible spaces because they make better use of resources and offer reduced costs. The smaller, well-designed, flexible work spaces suit starting businesses as they allow active interactions within the work environment thus motivating employees (Davis, 2011). The number of operators working on flexible workplaces in Asia Pacific region has significantly increased in a spun of five years as reports indicate. In Suntec City, these developers are stocking up flexible workspace with the support of the government and city recognition. Singapore’s government is aware that in this digital economy, fresh business models and skills are important. Therefore, it has encouraged collaboration, creativity and entrepreneurship with the hope of boosting the economy of the country. The sovereign wealth fund in Singapore, GIC, recently partnered with Frasers property firm and they aim at expanding JustCo Company across India, Australia, Japan and China. As for city recognition, Suntec City in Singapore acknowledges the benefits brought about but innovative cultures and co-working. In the city, emerging industries are being provided with discounted co-working spaces all across Asia as shown in the table (figure 9) of the flexible office investment growth.  

 
Figure 9: APAC cities forecasted growth 

Source: APAC Flex Market, 2018

Developers’ and Landlords’ Awareness and Preferences: Developers and landlords have not been left behind either in determining the designs of the contemporary working spaces. With fifteen of the largest landlords holding around seventy five percent of Grade-A office buildings in Singapore’s central business district alone, it is clear that they have an upper hand in determining the fate of flexible space (EdgeProp, 2019). Therefore, it will come as no surprise when landlords and flexible space operators start partnering if they have not already. Singapore’s developers on their part have also began taking advantage of the fast-growing flexible space industry (Yap, 2020). A notable example is Paya Lebar Quarter Development which has dedicated a maximum of fifteen percent of its office space to co-working. The move only goes to show how established the concept of flexible space is. Indeed, every player in the flexible space sector is struggling to be on top of their game. While some go for mergers, others prefer acquisitions thus expanding their offerings to the ever-growing number of occupants.  

Expanding and Improving Facilities in the Office Design: Currently, what developers and landlords are offering goes beyond a coffee machine and tables. Categorizing office space as a service, players in the sector are inducing technology-drive strategies as well as fit-out and construction (Hassanain, 2018). For instance, the Suntec City Towered Offices offers services such as twenty-four-hour access, fully furnished office spaces, virtual office and meeting rooms just to mention a few. To top it all off, Suntec City is conveniently located at the central business’s district which makes it a prime space for working. With the bars set high and competition stiff, it is projected that the demand will only keep increasing.  

2.2 Space Use Analysis 

The concept of space-use analysis is used as a tool for space planning with the view of ensuring three fundamental aspects in figure 10.

Consistency: To start with, the space use-analysis has to ensure consistency (Tomé, Heitor and Nunes, 2015).The idea here is to make sure the design of the spaces is consistent to the functions of the different personnel within the workplace setting. In essence, the office has to ensure that the employee gets the right space and environment to effectively deliver his or her mandates. 

Efficiency: Yet, the space analysis has to focus on the efficiency of the workspace in relation to the above-mentioned aspect of functional consistency. In this case, the underlying concern is as to whether the available space has been used optimally. Optimal utilization requires that each employee and facilities are provided with only what is enough but not less of it (Kim et al., 2013). 

 
Figure 10: Space use analysis 

Source: Tae Wan Kim, 2011

Transparency: Space Use Analysis has to enhance the transparency of the operations done. When dealing with small organizations, there is need to ensure that the culture of openness has been created and developed over time (Schein, 2010). In the implementation of space-use analysis, there should be an elaborate framework to enhance its proficiency. The space-use analysis has to start with the collection of user information which can be refer to the framework illustrated in figure 11. 

 
Figure 11: Planning and design phases 

Source: Tae Wan Kim, 2011

User Information: The parameters to consider in this case include the type of employees being hired, the number of personnel within the organization, their preferences, and activities or rather the functions they undertake (Agarwal and Shah, 2014).

Space Information: Besides the user information, the analysis must simultaneously evaluate the space where parameters such as the type of floor, the number of spaces needed, the overall size of the floor, the equipment or facilities, and the condition of the space are taken into consideration (Tsvetkov, 2014).  

Analysis: With the information on space and users having been obtained, the next step is to conduct the analysis such that the planning and designing phases are completed in the process (Castells, 2015).  

Utilization and Feedback: Once the design has been completed, the utilization of the building floor, the facilities, and other components is implemented for the organization to complete its functions (Tsvetkov, 2014). Feedback is, nonetheless, provided with the view of making future improvements to the space design and usage. 

“VANGUARD SINGAPORE CASE STUDY” 

Vanguard Singapore provides a layout that best illustrates about the use of space use analysis where issues of consistence, transparency, and efficiency are taken into consideration for higher workability. Looking at the figure 12 (next page), various aspect of the space have been considered during the design process. In principle, these components clearly show the fundamental use of the space-use analysis strategy. Consistency is seen when it comes to the manner in which the organization divides the space into different functional areas. There is a space dedicated for co-working functionalities such as the teams, conferencing, marketing communications, and facilities including the library as well as the internal café. In all these areas, the organization ensures that the personnel interacts and shares the ideas to promote the growth of the organization.

 
Figure 12: Vanguard’s structure 

Source: Vanguard, 2020

These spaces further promote the idea of transparency where the information moves across different departments easily. There are other rooms that have been left for use on demand basis. These rooms are such that they can enhance private conversations among employees with the view of avoiding distractions when concentration is required. In the general sense, therefore, there is a clear promotion of efficiency within the organization. The design does not only enhance the workability and functionality of the departments, but it also ensures that optimum space is used.  

2.3 Space Programming Methodology 

The Space programming is an important tool used in achieving flexibility of the workspace (Waber and Lindsay, 2014). It involves several steps, as mentioned hereinafter, that if adhered to accordingly, it will promote flexibility but if ignored may will become costly (Ekstrand, 2016). At the start of every space delivery project, it is crucial to define the needs of occupants involved. This can be achieved through the issuance of questionnaires that will help identify specific needs. For instance, a questionnaire can include matters such as privacy, lighting and flexibility of the workspace (Nicholas and Steyn, 2017). Once such needs have been pointed out, the next step is to determine the right amount of space required, the correct lighting and arrange furniture in a manner that is convenient for the employee occupants to work effectively (Waber and Lindsay, 2014). When designing the space, there are various needs that should be satisfied. These include the work that has to be done, the support the personnel requires, the departmental operational needs, and the overall organization’s space. These need are addressed through space programming using the hierarchy of steps as per figure 13.

Figure 13: Space programming methodology,  

Source: Al Zarooni and Lewis, 2011

This contemporary approach is especially important when developing disruptive-innovation geared designs. This is based on the fact that the traditional practices were reactive while the disruptive ones are proactive in nature. 

CONCLUSION 

To sum up, the significance of using workplace design and planning strategies to enhance current and future growth of a company is unquestionable. These aspects of workplace management hold the power to either strengthen or weaken companies. Companies must come up with a strategic space management for the betterment of their employees and the preservation of future trends. In return, there will be increased interaction between employees who get a chance to go through work amicably. In order to achieve this, good planning has to be involved with the aim of optimizing the work environment and preparing for future trends.

REFERENCES

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