The document discusses various considerations for office layout and work practices. It describes different types of office layouts including cellular, open plan, and flexible layouts and their pros and cons. Cellular layouts provide more privacy but are less collaborative, while open plan offices allow for more communication but can be distracting. The document also outlines alternative work arrangements like hot desking, job sharing, flexi time, working from home, and their potential benefits and challenges. Finally, it notes that any changes to office layout must comply with health and safety requirements and manage impacts to employees.

3. What is an Office?
How important is Office Layout
Types of Office Layout
Working Conditions
Work Practices

4. A location, usually a building or portion of a
building, where company conducts its
business.
a room, set of rooms, or building used as a
place for commercial, professional, or
bureaucratic work

5. Office layouts are arranged so that staff can
work together in departmental and team
groupings, providing the best opportunity for
efficient work flow, communication and
supervision.

6. Must be adoptable to meet volume changes
Provides enough working and storage space
Take account of flow of work
Allow easy access for employees
Easy access to services
Easy access to equipment
Provide security for equipment and
information

7. Cellular Office layout
Open or flexible Office Layout

9. Collection of rooms in which employees work
on their own or in small groups
It has permanent
Partitions
Doors
windows

11. Rooms can be locked
Less distraction for employees
Offices can be used for meetings
Each room designed for employee
Noisy office equipment can be housed
elsewhere
Injections and illnesses less easily spread
Employees can personalise their environment

12. Harder for manager to supervise staff
Communication may be more difficult
Time lost moving from room to room
Employees may feel isolated
Overheads are higher due to individual rooms
Harder to change work area layout
Less friendly or relaxed atmosphere

14. Also known as Flexible Office
A large are where many
employees work together
Activities are grouped so to
reduce time being wasted
Employees may Share working
areas
The office space can be
divided through the use of
screens, filing cabinets and
others

16. Easier for managers to supervise staff
Easier to organize meeting of groups of
workers
Less time wasted passing information/work
Work area size can be changed
Equipment can be shared more easily

17. Employees may find it hard to concentrate
Employees may be distracted
Difficult to restrict access
Fewer areas for confidential meetings
Infections and illnesses can be more easily spread
Less wall space for departmentsal information
Lighting, heating and ventilation may not suit
everyone

21. Suited to type of work
Maximize space available
Allow for changing needs
Attractive working
environment
Safe working conditions
Keep noise and distraction
to minimum
Good use of heating,
lighting & ventilation

24. It can be easy to overlook the impact of proper lighting in the
workplace. With many businesses seeking to save money on electricity
bills, lighting that is too dim or too harsh may be more cost-effective in
theory but detrimental to employee productivity.

30. Divided working areas to maximize space but still
convenient for working

32.  Hot desk is a spare desk/ workstation which may be booked advance
for use by any employee. They are most likely to be used by employees
visiting from another branch or staff who normally work from home.
 Each hot-desk will have a standard layout and equipment – usually a
large work area with a computer, chair and phone

33.  Similar idea to hot-desking. A carrel is a small booth which can be
booked to work in
 Carrels provide more privacy and fewer distraction for employees

34.  A touchdown area may be provided for employees who require to
make a brief visit to the office – to send faxes/emails

35.  Two or more employees share ONE full-time job between them. Each
employee is paid in proportion to the number of hours they work.
 Suitable for employees who do not wish to take on a permanent full-
time job.
 If one job share partner is ill or holiday then the other employee
might be available to cover the hours

36. This system allows employees
to start work early/late and
finish early/late
Employees must be in the
office working during CORE
TIME.
If Employee builds up extra
hours (by coming early and
working late) they may be able
to take the time off at a later
date.

37. Flexi time allows employees to
avoid rush hour traffic and be
able to take children to and
from school, etc.
The employee will be able to fit
in appointments.
The company may be able to
cut down on overtime
payments

38.  This system allows employees to work from home some or all
of the time
 Information and communication technology is required by the
employee to carry out the tasks and communicate with the
office.
 It is suitable for employee live far from the office.

39. Employees save time and
money on travelling to work
The employee may be able to
look after their children and
work at the same time.
Employees can work in relaxed
environment and have greater
flexibility about their hours of
work

40.  Employers lose control over employees
 There are purchase and maintenance costs associated with
the IT
 Employees will miss out on the social aspects of work
 It is more difficult for the employer to ensure that the
employee is following the rules and regulations of the
company.

41. Any changes in an office layout must meet health and safety
requiremnts, eg. Ventilation, Lighting , Spacing, etc...
Staff must kept in mind staff must:
•Feel that they have been consulted
•Be able to work efficiently
•Be able to use the correct equipment and facilities
Managers must maintain good communication as staff may feel
insecure during times of change. Isecurity may result in illness and
increased abdentism.
When changing office layout, managementmust consider the cost
of change. This may include the cost of new buildings, training,
new equipment and furniture