> Becker concedes that no office environment is perfect. In open offices, for example, there will still be those who irritate peers by bellowing into the phone. Wireless phones may be one solution to such problems, he says, but a more ideal one is giving workers a choice of work environments to fit the demands of different tasks--what he calls the "cafeteria-style office."
> The three most often reported workplace qualities that have the
greatest effect on individual and team performance, as well as job
satisfaction, were ranked as follows:
1. Ability To Do Distraction-Free Solo Work
2. Support for Impromptu Interactions
3. Support for Meetings and Undistracted Groupwork
> ...he’s identified the 10 most important predictors of job performance. The top two are:
The ability to do distraction-free work for teams and individuals.
The ability to have easy, frequent, informal interactions.
> For Brill, the equation is simple: Workers spend the majority of their time in private or near-private activity. As a result, he advocates giving each person a private office, no matter how small.
Here are quotes from all 3 links.
> Becker concedes that no office environment is perfect. In open offices, for example, there will still be those who irritate peers by bellowing into the phone. Wireless phones may be one solution to such problems, he says, but a more ideal one is giving workers a choice of work environments to fit the demands of different tasks--what he calls the "cafeteria-style office."
> The three most often reported workplace qualities that have the greatest effect on individual and team performance, as well as job satisfaction, were ranked as follows: 1. Ability To Do Distraction-Free Solo Work 2. Support for Impromptu Interactions 3. Support for Meetings and Undistracted Groupwork
> ...he’s identified the 10 most important predictors of job performance. The top two are: The ability to do distraction-free work for teams and individuals. The ability to have easy, frequent, informal interactions.
> For Brill, the equation is simple: Workers spend the majority of their time in private or near-private activity. As a result, he advocates giving each person a private office, no matter how small.