Discussion On Cultures And History Buy Argumentative Essay Help

Workspace is defined differently across cultures and history. To some workspace is the space they occupy when performing their daily activities or at work. Others consider it to be the kind of arrangement or type of office they work in. For example, some are assigned to work from a single office whereas others are asked to work from the same place with their colleagues. They share the space and they can interact with each other without leaving one’s workstation. Workspace definitions have changed a bit over the years. Some of these changes are reflected in the workspace designs. The individual working space had a certain kind of status of its own to the individuals whereas the shared space design represented an egalitarian approach to work. However, all of these workspaces have their disadvantages. The private workspaces are considered to be isolating while the open ones are perceived to be distracting since there are frequent movements. The big shifts of workspace have been surrounding appearance and hierarchy.

My current workplace fits one of the definitions which has private offices according to the ranks in the organization. The senior employees have their own workspaces whereas the juniors have a common workspace. In this kind of workspace, workers are assigned a private place to work from. They have all they need to perform their tasks arranged in that room. The hierarchy culture is still present but there is teamwork since workers can are allowed to walk into any office and consult as well as discuss on various issues affecting the organization. In the society, there are hierarchical ranks that need to be observed as well as collaboration with the society members is highly expected. Therefore, my employer’s culture reflects that of the society. Moreover, respect is accorded to anyone regardless of race, gender or age in the organization as it is in the society.

There is a general I perceive culture to be a work in progress, it changes depending with time and situation. Individually, I hold respect and collaboration with high regard because they define who we are. Moreover, respect is a moral obligation that all people need not only in our workplaces but in the society in general. With respect, I find it easy to work with my colleagues and even get help when I need it. People who respect others in the society are accorded the same respect and they can easily get help whenever they need it. While growing up, I used to see people who respect others regardless of the race, gender or age getting help whenever they needed it. In return they were also respected by other in the society. I believe this is what shaped my working culture. It fosters teamwork in the workplace.

The study of humanities helps one understand the various cultures as well as how they have evolved throughout history. My study of humanities has enriched my cultural knowledge about various artefacts; how they were developed as well as their uses in the society. Through this I am able to understand the culture of a person or what a certain artefact means to him or her when I see one. This helps in reducing or avoiding cultural conflicts in the society.

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Discussion on contrasts cultural and historical definitions essay help 123: essay help 123

Article: Compares and contrasts cultural and historical definitions of work and

workspaces, using examples Criterion Feedback 11/30/20 You have a great start on this section, but you should give some specific examples from the project resources of how workspaces are defined and organized in other cultures or over time periods.

Article: Compares the different definitions of culture to the culture of your current or

former employer and the broader societal culture, using examples Criterion Feedback 11/30/20 Again, you have a good start on this, but you should include examples from the project resources.

Article: Explains how learning about the humanities can impact the way you understand

artistic merit; discusses how you see different artifacts and the surrounding environment Criterion Feedback 11/30/20 Again, you have a good start on this, but you should include examples from the project resources.

General: Lists sources where applicable using citation methods with no major errors

Criterion Feedback 11/30/20 Please include in-text citations and a references list for the article. See the CFA Citation Guide for more information on citing sources.

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KEY FINDINGS

The design of the workplace impacts performance,

employee engagement, and innovation. Our recent

Workplace Survey sheds light on the relationship

between design and business performance, uncovering

opportunities to supercharge any work environment.

Gensler’s 2013 U.S. Workplace Survey

represents responses from 2,035 randomly

sampled knowledge workers nationwide.

The study examines the design factors that

create an effective workplace; how design

can better support knowledge worker

engagement, satisfaction, and performance;

and the influence of the workplace on

organizational culture. Currently, only

one in four U.S. workers are in optimal

workplace environments. The rest are

struggling to work effectively, resulting

in lost productivity, innovation, and

worker engagement. Our research directly

compares today’s workplace with the

workplace of 2008 and shows that workplace

effectiveness has fallen in aggregate. The

2013 survey identifies design strategies for

how organizations can jump the trend and use

better workplace design to drive innovation

in the context of 2013 working realities.

DESIGN

MATTERS!

CONTENTS

HISTORY OF GENSLER 2

WORKPLACE RESEARCH

WHAT’S CHANGED IN 4

THE WORLD, 2008–2013

WORKPLACE IN THE 5

CONTEXT OF THE CITY

KEY FINDINGS 6

1 U.S. Workers Are Struggling 8

to Work Effectively

2 Effective Workplaces Balance 10

Focus and Collaboration

3 Choice Drives Performance 12

and Innovation

THE OPPORTUNITY 14

THE WORKPLACE 18

PERFORMANCE INDEX™

IMPLICATIONS FOR THE 19

BUILT ENVIRONMENT

METHODOLOGY 20

ENDNOTES 22

2013 U.S. Workplace Survey is produced by

in part or in whole without permission.

Saban Brands, Los Angeles, CA

cover: Gensler Los Angeles, Los Angeles, CA

GENSLER’S

WORKPLACE

RESEARCH

2006

U.S. Workplace Survey

2005

U.K. Workplace Survey

HISTORY OF GENSLER

WORKPLACE RESEARCH

Employees see a clear link

between the physical work

environment and personal

productivity. They also report

the work environment as very

important to job satisfaction.

The link is confirmed between

the physical work environment

and productivity in the minds

of workers. Management-level

respondents note workplace

has a positive effect on the

bottom line and company

competitiveness.

KEY FINDINGS: KEY FINDINGS:

Gensler’s 2013 survey is the latest iteration of ongoing research

on the workplace, which began in 2005 with Gensler’s first

workplace survey. A subsequent survey in 2006 established the

connections between workplace design, employee productivity,

and business competitiveness. In 2008, our research established

a framework for understanding knowledge work through the

lens of the four “work modes,” focus, collaborate, learn, and

socialize. We discovered that the effectiveness and support

of all four work modes connect to employee engagement and

company performance.

Gensler’s 2013 U.S. Workplace Survey continues this thread

by taking the pulse of the American workplace as it relates to

employee effectiveness, business performance, and opportunities

to create a culture of innovation. Parallel questions allow for

direct comparison with data collected through Gensler’s 2008

survey. This puts our findings in the context of fundamental work

and life shifts over that time period and points to solutions to

realign today’s workplace with today’s world.

2 Gensler 2013 U.S. Workplace Survey / Key Findings

2013

U.S. Workplace Survey

2012

What we’ve learned about

focus in the workplace.

2008

U.S. + U.K.

Workplace Surveys

Four work modes—focus,

collaborate, learn, and socialize—

emerge as the framework through

which to understand time at the

office. Employees at top-performing

companies value work modes more

highly and have spaces that more

effectively support each one.

Analysis of Gensler’s Workplace

Performance Index (WPI) database

uncovers that the effectiveness

of space for focus is a key driver

of the effectiveness of other work

modes and workplace performance

as a whole.

Focus, balance, and choice

in the workplace emerge as

key drivers of satisfaction,

performance, and innovation.

KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:

22squared, Atlanta, GA

Gensler 2013 U.S. Workplace Survey / Key Findings 3

Forces from technology to globalization to a new generation

of workers are leading fundamental changes to where, how,

and when today’s knowledge workers perform their jobs. The

confluence of these forces is resulting in new performance

drivers for today’s workplace and a series of new and exciting

questions about what the workplace is—and more importantly—

what it should be.

Our last national survey was released in 2008, in the midst of

the worst economic downturn since the Great Depression with

a U.S. unemployment rate of 5.8%. We stood at the cusp of a

technological revolution of communication and informationsharing. Twitter was just over two years old and Facebook had

fewer than 100 million users. The iPhone hadn’t celebrated

its first birthday and many Millennials who today are entering

offices across the U.S. were celebrating their Sweet Sixteens.

It goes without saying, the world in 2013 is a different place.

The proliferation of new social and mobile technologies has

revolutionized how we create, share and communicate. Today’s

world is connected like never before, but new connections mean

new distractions and for many a compromised ability to focus.

Many of today’s workers also continue to struggle economically

and are working longer hours or multiple jobs to make ends meet.

These effects show in our sample – the ability of U.S. workers to

effectively perform their job has declined since our last survey.

Percent of American Adults (18+) Who Own: U.S. Unemployment Rate

WHAT’S CHANGED IN

THE WORLD, 2008–2013

2008 2008 2009 2010 2011 2012

desktop

laptop

tablet

2009 2010 2011 2012 2013

5.8%

9.5%

9.0%

39%

65%

55%

62%

47%

64%

56%

57% 61%

18%

34%

58%

8.2%

SOURCE: BUREAU OF LABOR STATISTICS,

LABOR FORCE STATISTICS FROM CURRENT

POPULATION SURVEY, AGES 16+2

SOURCE: PEW INTERNET SURVEYS 2006–20131

4 Gensler 2013 U.S. Workplace Survey / Key Findings

Globalization and urbanization continue to shift the business

landscape. Currently, four-fifths of Americans live in cities

and over 50% of the world’s population, and that number is

projected to grow significantly. Urban areas are increasingly

understood as drivers of economic growth, culture, and

innovation, resulting in new demands and constraints on space.

Workplace performance exists not only in conjunction with

business success but with the character, form, and success of

our cities. Increasingly, the workplace is not the sole location

for work, but is a vital connection among myriad locations in

which work happens. Today’s knowledge work happens not just

at the scale of people and offices, but at the scale of buildings,

cities, and ultimately the globe. It is in this context that we

continue to explore questions of focus, balance, and choice in

today’s, and tomorrow’s, high-performance work environments.

Percent of Population

Living in Urban Location

WORKPLACE IN THE

CONTEXT OF THE CITY

2005 2010 2015 2020 2025 2030 2035 2040

u.s.

world

2045 2050

80.7%

49.1%

88.9%

projected

67.2%

projected

SOURCE: POPULATION DIVISION OF THE

DEPARTMENT OF ECONOMIC AND SOCIAL

AFFAIRS OF THE UNITED NATIONS SECRETARIAT3

Shanghai Tower, Shanghai, China

Gensler 2013 U.S. Workplace Survey / Key Findings 5

EFFECTIVE WORKPLACES

BALANCE FOCUS AND

COLLABORATION

WORKPLACES DESIGNED TO ENABLE COLLABORATION WITHOUT

SACRIFICING EMPLOYEES’ ABILITY TO FOCUS ARE MORE SUCCESSFUL.

CHOICE DRIVES

PERFORMANCE

AND INNOVATION

EMPLOYERS WHO PROVIDE A SPECTRUM OF CHOICES FOR WHEN

AND WHERE TO WORK ARE SEEN AS MORE INNOVATIVE AND HAVE

HIGHER-PERFORMING EMPLOYEES.

U.S. WORKERS ARE

STRUGGLING TO

WORK EFFECTIVELY

WHEN FOCUS IS COMPROMISED IN PURSUIT OF

COLLABORATION, NEITHER WORKS WELL.

1 2 3

KEY FINDINGS

2013 U.S. WORKPLACE SURVEY

6 Gensler 2013 U.S. Workplace Survey / Key Findings

TM Advertising, Dallas, TX

Gensler 2013 U.S. Workplace Survey / Key Findings 7

U.S. WORKERS ARE

STRUGGLING TO

WORK EFFECTIVELY

Extended workdays, new distractions, and downward

pressure on real estate costs are compromising the

effectiveness of the U.S. workplace. Strategies to improve

collaboration proved ineffective if the ability to focus

was not also considered. When focus is compromised

in pursuit of collaboration, neither works well.

KEY

FINDING

ONE

LEARNING

EFFECTIVENESS

SOCIALIZING

EFFECTIVENESS

COLLABORATION

EFFECTIVENESS

+42%

5.0 TO 7.1

Figure 1

Employees Who Can Focus Are More

Effective, Higher-Performing Overall

Percentages represent difference between those

who report low focus effectiveness and those

who report high focus effectiveness. Numbers

show average scores for low focus (left) vs. high

(right). All numbers are on a 10-point scale.

SOURCE: CORENET GLOBAL4

INCREASED

WORKPLACE DENSITY

From 2010 to 2012, the average

square foot per person dropped

from 225 to 176. This number

is predicted to drop to as low

as 100 sf/person by 2017.

+57%

4.9 TO 7.7

+88%

A WORLD OF 4.0 TO 7.5

DISTRACTIONS

SOURCE: 2013 GENSLER

WORKPLACE SURVEY (WPS)

53%

of employees

are disturbed

by others when

trying to focus.

42%

use makeshift

solutions to block

out distractions

in the workplace.

8 Gensler 2013 U.S. Workplace Survey / Key Findings

The ability to focus and complete one’s individual

work is a baseline need for today’s knowledge workers.

Meet that need and the overall effectiveness and

performance of your workplace, and your employees,

improves dramatically. More importantly, ensuring

that your employees can focus also creates numerous

opportunities to enhance performance and innovation

through additional investment in the workplace and

support for new ways of working.

Sadly, today’s workplace isn’t working for many U.S.

knowledge workers. Overall workplace performance

has dropped 6% as measured by aggregate WPI scores

for Gensler’s 2008 and 2013 survey respondents. The

overall decrease in the effectiveness of focus work as

ranked by employees drove this decline. Survey results

show focus as a key effectiveness driver—those who

can focus are more satisfied, higher performing, and

see their companies as more innovative (Figure 1).

Interestingly, this pairs with a shift in how employees

report spending their time: Despite many workplaces

designed expressly to support collaboration, time spent

collaborating has decreased by 20%, while time spent

focusing has increased by 13% (Figure 2).

Figure 2

Knowledge Workers

Are Focusing More,

Collaborating Less

Represents percentage

of average workweek.

Time not accounted for

in these percentages

was listed as “other.”

FOCUS COLLABORATE LEARN SOCIALIZE

2008

2013

JOB

SATISFACTION

JOB

PERFORMANCE

INNOVATIVE

+31%

4.9 TO 6.4

+31%

4.9 TO 6.4

+14%

6.6 TO 7.5

30%

24%

48%

54%

Gensler 2013 U.S. Workplace Survey / Key Findings 9

EFFECTIVE

WORKPLACES

BALANCE FOCUS AND

COLLABORATION

While individual focus and collaborative work are often thought

to be opposites, our research demonstrates that they function

best as complements. Ultimately, workplaces designed to

enable collaboration without sacrificing employees’ ability

to focus are more successful.

KEY

FINDING

TWO

Figure 3

Effectively Balancing Focus and

Collaboration Improves Performance

Percentages represent difference between respondents not in

balanced workplaces vs. those who are. Numbers show average

scores for unbalanced (left) vs. balanced (right). All numbers are

on a 10-point scale except WPI, which is on a 100-point scale.

COLLABORATION

EFFECTIVENESS

INNOVATIVE

FOCUS

EFFECTIVENESS

A study by MIT researchers

was able to predict 35% of a

team’s performance simply by

measuring the number and quality

of face-to-face interactions

between team members.

SOURCE: 2013 GENSLER WPS

SOURCE: HBR NEW SCIENCE

OF BUILDING GREAT TEAMS,

ALEX PENTLAND5

77%

of employees

prefer quiet

when they

need to focus.

69%

are dissatisfied

with noise levels

at their primary

workspace.

A SEARCH FOR QUIET

FACE-TO-FACE ENDURES

+22%

7.0 TO 8.5

+17%

6.7 TO 7.8

+32%

5.6 TO 7.4

10 Gensler 2013 U.S. Workplace Survey / Key Findings

To uncover opportunities to optimize today’s workplace,

we profiled workers in our sample who are currently

working effectively. We learned that the ability to focus is a

primary driver of effectiveness, but in today’s competitive

workplace and economy it’s not enough. Collaboration

remains key to the spread and development of ideas in

pursuit of innovation. For employees whose workplaces

support both their individual work and collaborative

work, we see a significant spike in performance.

In all, 24% of respondents report their workplaces

reflect that their companies prioritize both individual

and collaborative work, or “balanced workplaces.”

These employees indicate that their spaces are 22%

more effective for focus and 17% more effective for

collaboration compared with workplaces that do not

support both. Importantly, our findings show that

balance is possible in both open office and private

office environments—of those who report balance, 44%

occupy private offices, 11% shared offices, 44% open

plan desks, with the remainder in unassigned seating.

The impact of balanced environments is felt beyond just

work mode effectiveness. These respondents also see their

companies as more innovative; are more satisfied with their

jobs and workplace environments; and their workplaces

are more effective overall as measured by Gensler’s

WPI (Figure 3). They are also more likely to rank their

companies highly on creativity and innovation (Figure 4).

Figure 4

Balanced Workplaces

Are More Creative,

More Innovative

Percentage of employees who

rank their company highly.

HAS

CREATIVE

THINKERS

52%

78%

LEADERSHIP

ENCOURAGES

INNOVATION

46%

74%

ENCOURAGES

BREAKTHROUGH

IDEAS

45%

73%

CREATES

CLIMATE OF

INNOVATION

40%

72%

HAS CLEAR

STRATEGY FOR

INNOVATION

40%

74%

Not Balanced

Balanced

JOB

SATISFACTION

OVERALL

ENVIRONMENT

WPI

SCORE

+23%

60 TO 74

+32%

5.8 TO 7.7

+35%

5.5 TO 7.4

Gensler 2013 U.S. Workplace Survey / Key Findings 11

CHOICE DRIVES

PERFORMANCE

AND INNOVATION

Enabling choice with the right alignment of tools, policies,

and spaces is an opportunity for companies to create a

climate in which autonomous, engaged employees can

make meaningful decisions to maximize their individual job

performance. Employers who provide a spectrum of

choices for when and where to work are seen as more

innovative and have higher-performing employees.

Figure 5

Employees With Choice

Are More Effective

As ranked on a 10-point scale,

where 10 = most effective.

Employees Without Choice

Employees With Choice

FOCUS

EFFECTIVENESS

COLLABORATION

EFFECTIVENESS

LEARNING

EFFECTIVENESS

6.0

6.5

7.0

7.5

8.0 +7%

+4%

+3%

KEY

FINDING

THREE

A Cornell University study of 320

small businesses showed that

companies that grant employees

choice in how to do their work

grew at four times the rate

and had one-third the turnover

vs. control-oriented firms.

SOURCE: DRIVE, DAN PINK6

SOURCE: 2013 GENSLER WPS

16%

of employees

believe they

could focus

most effectively

at home.

73%

believe they

could focus

most effectively

in an office

setting.

CHOOSING

THE WORKPLACE

AUTONOMY

DRIVES PERFORMANCE,

REDUCES TURNOVER

12 Gensler 2013 U.S. Workplace Survey / Key Findings

The lives of today’s workers are increasingly characterized

by an abundance of choice. Mobile technology continues

to make “anywhere” working a possibility for many and a

necessity for some. A new generation of workers who grew

up with social and mobile technology are bringing a new

suite of expectations around flexibility and access as they

continue to enter the workforce. To succeed, employers

must follow suit by providing workplaces that support

individual choice of when, where, and how to work.

Employers who offer choice in when and where to work

have workers who are 12% more satisfied with their jobs

and report higher effectiveness scores across all four

work modes (Figure 5). Their employees are more likely

to see their workplaces as balanced, more likely to rank

their companies as innovative, more likely to be satisfied

with their jobs, and are higher performing (Figure 6).

Employees without choice report organizational policy

as the primary limit to their workplace autonomy and are

also less likely to have tools that support mobility and

anywhere working. Employees with choice are more likely

to make decisions based on a need to connect to people

and resources. Increasing choice doesn’t mean everyone is

working from home—respondents with choice still spend

the vast majority (70%) of their time in office settings.

Employees Without Choice

Employees With Choice

SOCIALIZING

EFFECTIVENESS

+5%

Figure 6

Choice Improves the

Employee Experience

Percentage of employees who

rank each factor highly.

INNOVATION JOB

PERFORMANCE

WORKPLACE

SATISFACTION

JOB

SATISFACTION

32%

40%

71%

76%

50%

60%

52%

60%

Gensler 2013 U.S. Workplace Survey / Key Findings 13

Our research points

to a number of design

solutions and strategic

actions that can improve

employee experience,

enhance performance,

and drive innovation

and success.

THE OPPORTUNITY

14 Gensler 2013 U.S. Workplace Survey / Key Findings

UBM, San Francisco, CA

Gensler 2013 U.S. Workplace Survey / Key Findings 15

STEP 1

PROVIDE

EFFECTIVE

FOCUS

SPACE

STEP 2

COLLABORATE

WITHOUT

SACRIFICING

FOCUS DRIVERS OF BALANCE

Proximity + Availability of Alternative Spaces

meeting

space

circulation &

support space

in-office

amenities DRIVERS OF FOCUS

Functionality + Quality of Primary Space

satisfactory

noise level

functionality design

look & feel

Confidential Consulting Firm Autodesk, San Francisco, CA

Fallon Worldwide, Minneapolis, MN Confidential Consulting Firm

16 Gensler 2013 U.S. Workplace Survey / Key Findings

STEP 3

DRIVE

INNOVATION

THROUGH

CHOICE DRIVERS OF CHOICE

Enablers of Anywhere Working

variety

of spaces

tools policy

Enabling employees to perform their jobs effectively

begins with supporting the individual, focused work

that represents the core of their days and a critical

aspect of employee and team performance. But it

doesn’t end there. Layering in alternative spaces and

opportunities that support all work modes, from

collaboration to learning and socializing, enables the

connections that drive success in today’s knowledge

economy. Across industries, we found that balanced

workplaces—those prioritizing both focus and

collaboration—score higher on measures of satisfaction,

innovation, effectiveness, and performance.

Choice and autonomy also proved important to

today’s worker. Respondents with choice in when

and where they work are higher performing, more

satisfied, and see their companies as more innovative.

Creating a balanced workplace presents opportunities

to enable workplace choice through access to tools

and technology that support anywhere working

both in and out of the office. Companies must then

pair the right tools and spaces with organizational

policies that empower workers to best match space,

tools, and tasks to achieve optimal productivity.

We see this framework of balance and choice as

a building block on which companies can design

solutions that represent their own work processes,

cultures, and needs. One thing our research makes

clear: In today’s world, gathering and leveraging

diagnostic and contextual data on what drives

performance at the employee and organizational

level is no longer a luxury. Identifying and proactively

supporting the balance and choice that drive success

is an opportunity to gain competitive advantage

at a time when it’s more necessary than ever.

About.com, New York, NY

Kilroy Realty Corporation, San Francisco, CA

Gensler 2013 U.S. Workplace Survey / Key Findings 17

Gensler’s Workplace Performance Index (WPI) is a proprietary,

web-enabled survey tool designed to measure the performance of

an individual workplace or client portfolio. The tool is used for both

pre- and post-occupancy analysis to allow for comparisons and to

document improvements in workplace effectiveness. In the prephase, employee input on workplace performance factors is gathered

at the beginning of a project in order to inform design decisions.

in the post-phase, following project completion, employee input is

gathered to measure the success of the design solution. By using a

core set of parallel questions, individual projects can then be directly

compared to the results of national surveys to put project work into

a context of broader knowledge and trends in workplace design.

WPI surveys are conducted as a part of direct client engagements.

The results of WPI surveys are collected in a separate database from

Workplace Survey responses—the WPI database now has over

100,000 survey responses from employees of Gensler clients.

The WPI Report

After conducting a WPI, we

provide a detailed report of

findings based on a specific

workplace. These results are also

benchmarked against findings

from our national workplace

surveys to measure performance

in relation to a national average

or industry segment.

THE WORKPLACE PERFORMANCE INDEX™

A DIAGNOSTIC TOOL TO IDENTIFY

WORKPLACE OPPORTUNITIES

The Growth of Gensler’s

WPI Respondent Database

08/2007–07/2013

2007 2008 2009 2010 2011 2012 2013

202

3,169

19,447

31,450

62,780

87,160

111,089

18 Gensler 2013 U.S. Workplace Survey / Key Findings

RESEARCH IN CONTEXT

IMPLICATIONS FOR THE

BUILT ENVIRONMENT

The workplace continues to be the place that companies, and

employees, see as the primary location in which to support both

individual and collaborative work. Our research supports this

preference and shows that providing an optimal work environment is

an opportunity to improve business performance, engage employees,

and drive innovation and the productive spread of ideas. To effectively

drive performance, these environments must continue to evolve

along with changing work, life, and economic drivers to stay relevant

and tailored to the needs of today’s knowledge worker. Many of

today’s workplaces haven’t kept pace, and those that have perform

significantly better.

Importantly, the buildings and cities today’s that workers increasingly

call home must also evolve to stay relevant and offer the right mix

of spaces, amenities, and support systems to keep pace with new

workplace strategies and needs. For new buildings, this may mean an

expanding or evolving suite of amenities and performance strategies

to meet the expectations and requirements of tomorrow’s tenants.

Existing buildings may pose even more interesting opportunities, as

shifting demographics and aging building stock open opportunities to

actively evolve yesterday’s buildings to stay relevant and offer healthy,

flexible, and high-performance workplace environments. The evolution

or “hacking” of buildings to make this possible is a topic of continued

exploration at Gensler, and will become ever more important as

the country, and world, continue to migrate to cities, putting stress

on aging infrastructure and increasing demand on urban space.

Case Study: Gensler Los Angeles

Gensler’s Los Angeles office is an ideal case study

for the active evolution of the built environment.

The firm selected a building designed in 1971

for a bank branch at City National Plaza that

had sat vacant for nine years. The goal was to

test new ideas and approaches to workplace

strategy and design. Numerous sustainable and

design strategies, from a new naturally ventilated

and day-lit atrium to a suspended mezzanine

floor that added much needed square footage,

successfully turned an outdated structure into a

dynamic, high-performance work environment. The

result is not only great design but also improved

performance as measured by Gensler’s WPI. Gensler Los Angeles, Los Angeles, CA

Gensler 2013 U.S. Workplace Survey / Key Findings 19

OFFICE TIME

Percentage of time spent in office

during an average work week.

EDUCATION

This survey represents data collected via an online survey

conducted among a random sample of 2,035 respondents

representing a broad cross section of demographics, including

education, age, gender, and location. Respondents include

knowledge workers who work in an office some or all of the

time within 10 industry segments. Gensler retained The Futures

Company to conduct the survey; Precision Consulting conducted

statistical analysis. Survey questions include those from Gensler’s

WPI alongside additional questions that ask respondents to rank

their workspaces and companies across a variety of factors

including innovation, motivation, choice, and technology, as

well as individual patterns of behavior and preferences.

50–74%

14%

75–99%

36%

0–49%

15%

100%

35%

College

Degree

43%

Some

College

16%

Graduate

Degree

37%

High School

or Less

METHODOLOGY

20 Gensler 2013 U.S. Workplace Survey / Key Findings

GENDER AGE

Survey data represents 2,035

respondents with statistically

significant samples from 10

industry sectors.

Banking/Financial/

Insurance

Consumer Products/

Retail/Manufacturing

Media/

Entertainment/

Creative Services

Consulting/

Accounting/

Business Services

Bio-tech/

Pharmaceuticals

Not-for-Profit/

Associations

Energy

Technology/

Internet/

Telecommunications

Government

Legal

Female

51.5%

Male

48.5%

45–54

27%

35–44

24%

18–34

26%

55+

23%

10.5% 10.5% 10.5% 10.5%

10.4% 10.4% 10.4% 10.4% 10.4%

Gensler 2013 U.S. Workplace Survey / Key Findings 21

1. Pew Internet Surveys 2006–2013, Pew Internet & American Life

Project, http://www.pewinternet.org/Static-Pages/Trend-Data-

Adults/Device-Ownership.aspx (May 2013).

2. Bureau of Labor Statistics, Labor Force Statistics from Current

Population Survey, Ages 16+, http://data.bls.gov/timeseries/

LNS14000000 (Accessed June 27, 2013).

3. Population Division of the Department of Economic and Social

Affairs of the United Nations Secretariat, World Population

Prospects: The 2011 Revision, http://esa.un.org/unpd/wup/CDROM/Urban-Rural-Population.htm (Accessed June 27, 2013).

4. CoreNet Global, Global Benchmark Survey, http://www.

prnewswire.com/news-releases/office-space-per-worker-willdrop-to-100-square-feet-or-below-for-many-companies-withinfive-years-according-to-new-research-from-corenet-global-

140702483.html (February 2012).

5. Alex “Sandy” Pentland, “The New Science of Building Great

Teams,” (Harvard Business Review, April 2012).

6. Dan Pink, Drive: The Surprising Truth About What Motivates Us,

(New York, NY: Riverhead Books, 2009), p. 89.

ENDNOTES

22 Gensler 2013 U.S. Workplace Survey / Key Findings

PHOTOGRAPHY

ABOUT GENSLER LOCATIONS

As the leading design firm for business, Gensler has a

unique perspective on the ways that people really work.

Through projects with thousands of companies and our

national workplace surveys, we have seen firsthand the

revolution of knowledge work, and how individuals and

teams create organizational value and drive performance.

Christopher Barrett: page 16

(bottom left), back cover

Bruce Damonte:

pages 7, 17 (bottom)

Pierce Fisher/Gensler:

pages 8/9, 12/13

Nic Lehoux: page 15

Ryan Gobuty/Gensler:

cover, pages 1, 10/11

Chris Leonard/Gensler:

pages 16 (top left, bottom

right), 17 (top), 24/25

Michael Moran: page 3 (top)

Jasper Sanidad: page

16 (top right)

Abu Dhabi

Atlanta

Austin

Baltimore

Bangalore

Bangkok

Beijing

Boston

Charlotte

Chicago

Dallas

Denver

Detroit

Doha

Dubai

Hong Kong

Houston

La Crosse

Las Vegas

London

Los Angeles

Mexico City

Miami

Minneapolis

Morristown

New York

Newport Beach

Philadelphia

Phoenix

Pittsburgh

Raleigh-Durham

San Diego

San Francisco

San Jose

San José

San Ramon

São Paulo

Seattle

Seoul

Shanghai

Singapore

Tampa

Tokyo

Toronto

Washington DC

Gensler 2013 U.S. Workplace Survey / Key Findings 23

Confidential Consulting Firm

back cover: Edens & Avant, Columbia, SC

gensler.com

GenslerOn.com

Facebook.com/GenslerDesign

Twitter.com/GenslerOnWork

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Assignment on Tableau 2 argumentative essay help: argumentative essay help

Tableau 2 Assignment – NOTE: there are several submissions – be sure to check out the details on this..

• If you didn’t complete the Tableau 1 project, please consider doing that tutorial so you know how Tableau works. At

a minimum, refer to the Tableau 1 project instructions to download and register for the Tableau software. See the

Tableau 1 assignment or the Tableau Overview page in the Modules area on Canvas.

• Download the project data file (Tableau 2 Data F20.xlsx) from the Tableau 2 assignment.

• The scenario for this assignment is that you have been given a data file and have been asked to evaluate the sales for

the various product lines. The data owners admit that the data may not be ‘clean’, meaning it may have errors.

• How to start? One good way to start is to use Excel filtering to check out what is in each field. For example, if you turn

filters on and then filter on year, you can see how many years the data spans, or the types of products or states where

product is sold. You can also use pivot tables. Getting an overview with Excel can be helpful. Then you’ll analyze the

data with Tableau to see what sales / marketing recommendations you can make for the

future, given several years’ data. Page 3 of these instructions has notes on analyzing data.

• Data / Prep

• Import the data: Open Tableau, go to the Connect pane (left) and click on Microsoft Excel

and browse to the data file and click ‘Open’

• Open a blank sheet and check the field properties,

o Geographic fields (locations) should have a globe-like icon next to them. If they don’t

you can this property. Right click the name (Region, for example), select ‘geographical

role and then select country / region.

NOTE: Keep the geographical roles of fields State and State Abbrev as State/Province.

o For currency fields, right click each field, select ‘Default Properties’, then ‘Number Format’ and select ‘Currency

(Standard)’.

o For percentage fields, do the same but select percentage with 1 decimal place.

• You can now start analyzing the data. The last page of this document has guidelines and tips to get you started. A

few additional suggestions: with this data, some things to investigate might be states or regions with high sales

(what is selling?), those with low sales (what isn’t selling?), states in a region and what seems to be similar in terms

of sales. Any outliers you see, drill down and see what is causing the variation in sales.

Deliverables:

1) Tableau Workbook Analysis (worth 35 points)

Save your Tableau workbook as a Tableau Packaged Workbook (.twbx). USE ‘SAVE AS’. Name it your

lastname_Tableau2.twbx. See the Tableau 1 instructions for more on this saving workbooks correctly.

Your tableau workbook should include:

1) The Data

2) At least 4 worksheets / visualizations (3 different formats, at least one map). Include filters, colors, and labels

in your charts.

3) At least 1 interactive dashboard (made up of at least 2 visualizations)

4) One story made up of at least 5 panes – all worksheets / visualizations and your dashboard(s).

5) Comments on each story pane briefly explain what you are showing

For notes on how to analyze the data, see the last page of these instructions: “Analyzing Data – Tableau 2.pdf”

2) Word Documentation (worth 40 points) – Name your Word document yourname_Tableau2.docx. Include

the following sections:

Part 1) The Data – A paragraph describing the data – what’s included in the columns and rows and how you

approached the analysis of this data. This should include: 1) what you did to initially analyze the data, 2) how

the initial data analysis influenced the types of visualizations you included, 3) any problems you had and 4) any

changes in your thoughts about the data as you worked through the project.

Part 2) Workbook Sheets – Screenshots of the (at least) 4 sheets that you’ve created. Do not use cell phone

pictures. Below each screenshot, include a detailed paragraph (more than a few sentences) describing: 1)

what you are showing AND what you learned about your data from the visualization, 2) what led to this

visualization and 3) the relevance / importance in relationship to the data. Also include 4) why you chose the

particular visualization format and 5) a response to the question, “Why is this analytic / visualization

meaningful?”

Part 3) Workbook Dashboard – Include a screenshot (not a cell phone picture) of at least 1 dashboard and below

the dashboard a detailed paragraph describing: 1) what the components you included & how the interaction

works, 2) why you included them and 3) what’s the point of this collection of sheets – why did you include

them together, what’s do they show as a group?

Part 4) The Story – You don’t need a screenshot of each pane in your story. But 1) Describe a narrative of how

your worksheets and dashboard(s) tell your analysis ‘story’. 2) Include the points you are making by including

them in the ‘story’ and 3) your specific recommendations to improve sales / profits going forward.

Part 5) Conclusions – A paragraph describing what you learned about Tableau. Include skills learned and obstacles

overcome.

3) YouTube Video (worth 25 points)

Create a short video (5 minutes at a minimum and no phone videos) that includes:

1. You! Introduce yourself, using your laptop camera to record yourself* (your face!) so you are included in the video.

2. Switch your video to your desktop* and with your Tableau file open, walk through your Tableau project, describing:

a) The data

b) Each of your 4 (or more) worksheets / visualizations, explaining why each analytic is meaningful

c) Your dashboard(s) – what is included and why you included these visualizations. Your dashboard should be

interactive, so demonstrate this.

d) Your analysis ‘story’ – what all of your analysis shows, the conclusions and your recommendations

e) What you learned about Tableau and your data

(Use your Word document above to guide your video script.)

3. Upload your video to YouTube as an unlisted video and test your URL / link.

Information on video software, uploading to YouTube and Tableau/Video/YouTube help sessions can be found at the

“Tableau Projects and Citizen Data Science Certificate” document, found in our Tableau Overview page (modules area).

*If you are using software that records your desktop and records you at the same time (in a small inset window), you can

do your introduction in this format.

Submitting your Deliverables – READ THIS CAREFULLY – follow all steps

1. Upload to the Tableau 2 Canvas Assignment. This should include:

1) your Tableau Packaged Workbook, ‘saved as’ a Tableau Packaged Workbook .twbx (or we won’t be able to

grade it. Named correctly.

2) your Word document, named correctly.

3) and the URL to your video story (add this to the comment area of your submission)

2. Complete the Citizen Data Science Certificate Survey (another assignment on Canvas). You’ll just enter your name

and the URL to your YouTube video. Just the URL, no comments please. Something like http://youtube…. You won’t

get credit towards the Citizen Data Science Certificate unless you complete the project fully and complete this survey.

3. ALSO submit another copy of your Word document to the Canvas assignment called, ‘Tableau 2 TurnItIn Submission’.

Your Word document must be submitted to both assignment areas to be graded.

Tableau is being used in many businesses so be sure to include Tableau, Access and Excel in your resume when mentioning

analytics.

Analyzing Data & Tips / Notes (next page) – Tableau 2

How do I get started? Using the Tutorial (Tableau 1) as a guide, you can follow a very similar process:

1. Look at the source data to get an idea of what it’s all about (you can do this either in Tableau or look at it in Excel).

If you are using Excel, you can do some filtering or pivot tables to see what is in each field – looking for any outliers

or interesting trends. Some things you might want to look at are:

▪ Dates, any spikes or dips in sales, which brands / departments, which states or regions, profits

▪ Cities, states or regions, what sells, how much in sales and/or profit

▪ Brands or departments – what sells best in which states or regions, at which times, etc.

2. In Tableau, create an initial broad visualization (sheet #1) and again, notice some outliers or some trends that may

be interesting

3. Create sheet #2 to further explore either the outlier(s) or the trends. For example, depending on your data, this

could lead to geographic questions, questions relating to years, specific products, departments, etc. You can do

this by duplicating sheet 1 and filtering / drilling down.

4. Create sheet 3 to explore the questions in sheet 2 in more detail – by filtering again and /or showing some different

attributes (fields) and using a different visualization format. This will lead to more questions about the trend /

outliers that you can further drill down to analyze

5. Sheet 4 (or more) will let you keep looking at the data in more detail until you figure out what triggered the outlier

or is most responsible for the trend. Depending on your data, this could be product sales in a specific region or by a

specific product or department.

6. When you have figured this out – come up with one or more recommendations. Depending on your data, it could

be something like – don’t sell xxx in this state, or this was a bad month for product xxx in state yyy, but they

recovered, or… whatever you discover. Create a dashboard or two to illustrate this.

7. Then go back and create a story with your sheets and dashboard(s), be sure to include all of the required Tableau

features (see the instructions on this) .

TIPS / Notes

• Take advantage of FILTERING. To do this, select the data type you want to filter

and drag it to the filter ‘box’

o For example: drag the ‘Sales Date’ to the Filter box >> double click

‘Months’ >> and try selecting the months you want or select ‘All’

o Then you can also right click the ‘Month…’ label in the filters box and

select ‘Show Filter’ and the checklist will show up on the right and you

can select months that way.

• You can do similar filtering with other fields.

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Cultural Differences in Nutrition

Compare China to the USA with respect to the following:Each bullet point must be its own 5 sentence minimum paragraph with it’s own specific source.

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