A cubicle is a partially closed office workspace separated from a workspace adjacent to a normally 5-6 feet (1.5-1.8 m) partition. The goal is to isolate office workers and managers from the sights and sounds of the open workspace so that they can concentrate with fewer distractions. The chamber consists of modular elements such as walls, work surfaces, overhead bins, drawers, and shelves, which can be configured depending on user requirements. Installation is generally done by trained personnel, although some chambers allow configuration changes to be performed by users without special training.
Kubikel in 2010 is usually equipped with computers, monitors, keyboard, and mouse on the work surface. The booths usually have a desk phone. Because many offices use excess fluorescent lighting to illuminate the office, the cubicle may or may not have additional lighting or lighting. Other commonly used furniture in booths include office chairs, file cabinets for locking documents, bookshelves and closing trails.
The booth office was created by designer Robert Propst for Herman Miller, and released in 1967 under the name "Action Office II". Although chambers are often seen as a symbol of work in modern offices due to their uniformity and blandness, they provide employees with a greater level of privacy and personalization than in previous work environments, often consisting of tables lined up in an open space. In some office rooms, employees can decorate the walls of their booths with posters, pictures and other items.
Video Cubicle
Terminology
A room is also called a desktop room , office room, cubicle workstation , or just cube .
Maps Cubicle
History
The Terms Chamber comes from the Latin cubicum , for the bedroom. It was used in English as early as the 15th century. It was eventually used for small rooms of all sorts, and for a small room or study room with partitions that did not reach the ceiling. Like an older carrel table, a booth seeks to provide a level of privacy to the user while taking up minimal space in large or medium sized rooms. Prior to the widespread adoption of booths, office workers often worked on desks arranged in rows in open spaces, where they were exposed to the sounds and activities of those working around them.
Action Office I
In 1960, Herman Miller created the Herman Miller Research Corporation under the direction of Robert Propst, and the supervision of George Nelson. Its mission is to solve problems related to the use of furniture, but not the furniture itself. The first major project of the company was an evaluation of "office" as it had evolved during the 20th century, and in particular, how it functioned in the 1960s. Propst research includes learning about how people work in the office, how information goes, and how office layout affects their performance. Propst consults with mathematicians, behavioral psychologists, and anthropologists.
Propst concludes from his study that during the 20th century the office environment has changed substantially, especially in relation to the amount of information being processed. The amount of information to be analyzed, organized, and maintained by employees has increased dramatically. Nonetheless, the basic layout of the corporate office remains largely unchanged, with employees sitting behind a row of traditional tables in large open spaces, with no privacy. Propst's research suggests that an open environment actually reduces communication among employees, and discourages personal initiatives. About this, Propst commented "One of the regrettable conditions of office today is the tendency to give some sort of equality formula for everyone." In addition, employees' bodies suffered long hours sitting in one position. Propst concludes that office workers need privacy and interaction, depending on the many tasks they perform.
Propst and Research Corporation developed a plan, which was done by George Nelson's office in the Office of Action I (AO-1), and introduced it to Herman Miller in 1964. AO-1 desks and workspaces vary in height. allowing freedom of movement workers, and assume the job position is best suited for the task. AO-1 is ideal for small professional offices where managers and employees often interact using the same furniture, but are not suitable for large corporate offices. In addition, expensive and difficult to assemble. Despite its shortcomings, Nelson won the Alcoa Award for design, without mentioning Propst's contribution.
Action Office II
After a bad AO-1 sale, Propst and Nelson returned to the drawing board. For several years, Propst and Nelson fought over a dispute about the most suitable working environment for the company's office employees, and Nelson was eventually expelled from the project. Nelson's departures leave Propst free to enjoy the constantly changing concepts of his office to match the changing needs of employees, without having to buy new furniture, and allow employees to have the privacy level, and the ability to personalize the work environment without affecting the environment of nearby workers. Propst acknowledges that people are more productive in the enclave they can personalize, but also that they need a view outside their space. The Propst concept is a "back-up", a two- or three-sided vertical division that defines territory and provides privacy without blocking the ability to view or participate in activities around it.
Propst AO-2 based around a moving wall unit that defines space. The unit also supports many workstation furniture, which benefits from a vertically oriented workspace. The components are interchangeable, standardized, and simple to assemble and install. More importantly, they are very flexible, allowing employers to modify the work environment as needs change. AO-2 lineup met with unprecedented success, and other manufacturers quickly copied it. In 1978, "Action Office II" was renamed to "Action Office" , and in 2005 it had achieved sales of $ 5 billion.
First appearance
The first office that incorporated the design "Office of Action" was located at the Federal Reserve Bank of New York, contracted with George Nelson and Herman Miller in 1963 to design an innovative office space that maximizes efficiency in a small area. These results are based on Nelson's CPS (Comprehensive Panel System), and feature a four-chamber "pod" arranged in a swastika pattern, each with a "L" shaped table and storage overhead. Surviving a photo from the office of the Federal Reserve Bank reveals a design that will not appear much different from today's booth. In 1964 the design was again used for Women Clinic from Lafayette, Indiana. Nelson also uses designs in his design office in New York.
Variants
A cubicle-filled office is sometimes called a room ocean or a cube farm . While funny, the phrase usually has a negative connotation. Cube farms are often found in high-tech companies, but they are also widely used in the insurance industry and other areas related to services and in government offices. Many cube farms were built during the dotcom boom.
The cultural commentary on the booth was done in the 1990s and early 2000s. One of the most sarcastic critics of the booth was Scott Adams, speaking through his comic strip, Dilbert, which depicts the employees of IT companies working in a booth. In 2001 he collaborated with IDEO design company to create "Dilbert Main Room". This includes both odd aspects, modular approaches and ergonomic detail attention that is usually overlooked as light orientation changes as the day gets brighter. Similarly, Douglas Coupland has coined the term "fattening cow pen", a cubicle stoppage in his novel Generation X: Tales for a Accelerated Culture. The booths are portrayed in modern films like the sci-fi The Matrix , in which a programmer working as a hacker spends his days in a dingy booth and a comedy Office Space >, which depicts a group of bored IT workers who work in chambers.
Between 2000 and 2002, IBM partnered with Steelcase office furniture manufacturers, and examined the software, hardware, and ergonomic aspects of the future chamber (or future office) under the name "Bluespace". They produced several prototypes of this hi-tech multi-screen workspace and even exhibited at Walt Disney World. Bluespace offers multiple moving screens inside and outside, projection systems, sophisticated individual lighting, heating and ventilation controls, and a number of software applications to manage everything.
In 1994, designer Douglas Ball planned and built several Clipper or CS-1 iterations, a "capsule" table that looked like a slim front body of a fighter. Intended as a workstation computer, it has an integrated grille and ventilation system, as well as a number of distinctive built-in features from an ergonomic desk. The office space filled with these, instead of boxy little booths, will look like a hangar filled with small flight simulators. It was chosen for the permanent design collection of the Design Museum in England.
Impact on people
It seems unlikely that other office furniture had the same social impact as the introduction of office space in the 1960s, although the arrival of the booth was still open for debate, both in terms of its pros and cons. Writer Thomas Hine has gone so far as to speculate that cubicles made it possible for women to move into middle management positions in the late 1960s because the introduction of booths gave their male colleagues a new office environment in which female managers placed without having to allow their entry into the "bull cage" a private area that is exclusively male.
Despite being Herman Miller's most successful project, George Nelson does not recognize him from his connection with the "Action Office II" line. In 1970 he sent a letter to Robert Blaich, who had been Vice President of Herman Miller for Corporate Design and Communication, in which he described the "humane effect system as a work environment." He summed up his feelings by saying:
One does not have to be a perceptive critic to realize that AO II is definitely not a system that produces a satisfying environment for people in general. But it is amazing for planners who are looking for ways to cram the body in the maximum amount, for "employees" (like against individuals), for "personnel," corporate zombies, dead people, silent majority. The market is great.
Feeling such a mockery, Nelson is right that there is a "bigger market" for AO II. In 2005 total sales had reached $ 5 billion.
Most office space filled with booths can be mockingly referred to as ocean booth , a cube farm , or a cubicle farm . .
See also
- List of table forms and types
- Architectural acoustics
- Sound cover
References
Bibliography
- Adams, Scott. What do you call a Sociopath in a Cubicle ?: (Answers, a Colleague) Kansas City, Missouri: Andrews McMeel Pub., 2002.
- Blunden, Bill. Cube Farm . Berkeley: Apress, 2004.
- Duffy, Francis. Colin Cave. John Worthington, editor. Office Space Planning . London: The Architectural Press Ltd., 1976.
- Inkeles, Gordon. Ergonomic Life: How to Create User-Friendly Home and Office . New York: Simon and Schuster, 1994.
- Klein, Judy Graf. Office Book . New York: Facts on File Inc., 1982.
- Schlosser, Julie. "Room: Big mistake." CNNMoney.com, 2006
- Saval, Nikil. Cubed: Workplace Secret History , Doubleday, 2014.
External links
- CNN/Fortune - Room: Big error
- Cubitopia Articles about ideal utopian booth
Source of the article : Wikipedia
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