Ideal Work Environment
An optimal work environment includes a variety of variables, some of which may be more important to one person than others. Workroom (office or cubicle), speed of work, foot traffic, noise habits, and work demands are among the concerns considered. More critically, an optimal workplace should have a healthy balance between individuality and teamwork. A traditional work atmosphere, if anything were fine, would be a dynamic but small-business environment with open collaboration, openness, a supportive society, and inclusive bosses. To continue, creating a successful work atmosphere entails having weekly interactions with employees. It should be run in the manner of a small family company. A culture that managers have a personal touch with people would be more suitable especially in ensuring mutual success between all parties. More importantly, one would want to work on small work set ups because they tend to get exposed to more activities at faster rates. More so, an environment that creates work life balance would be practical for an individual that seeks to do other activities out of office (Neville and Tim 45). For instance, individuals with families or side-businesses would prefer a schedule that is flexible enough to cater for such activities. More importantly, managers should give people the opportunity to uncover their special skills.
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Whenever one thinks of a perfect company to work for, they would highly rank firms that offer the option to work from home. Moreover, some employees like listening to music while they work. Therefore, to enhance productivity, it would be a good idea to have channels that suits their tastes. More so, an organization that encourages group thinking and at the same allows for introverts to focus would increase teamwork and at the same time propel creativity (Neville and Tim 8).
An effective leader sets clear expectations, gives feedback and gets to know their employees on a professional and personal level. It would be wise to accompany these elements with an ample and fun work environment. For instance, it would be idyllic to have an open office whereby an employee can walk to the CEO’s office and talk to them about anything. As a result, workers can build transparency and open dialogue with management (Foldspang 65). Another idea that creates harmony would be monthly lunches for the company’s staff, local vendors and customers. To add on, productivity would be multiplied through compensation. Enjoying work is a bonus and this can be enhanced by appreciation through benefits, allowances and timely payment. Also, rewards should be based on merit.
A work place is not complete without specifying the dress code. An ideal dress code should be consistent, professional and inspire confidence to the employee. It should be ethical, appropriate, comfortable, attractive but not sexist or biased. For instance religious employees such as Muslims, Christians or Hindus should be allowed to wear hijab, turban, yarmulke or crucifixes. Therefore employers should tread carefully when imposing dressing restrictions. However, no matter how relaxed an office is, it is important to tame some extreme forms of dressing. Evidence shows that dressing up improves productivity in the work place. In addition, a well-dressed employee inspire confidence in the client (Foldspang 34).
Finally, a practical and model work set up should limit the need for role play. People should fully express normal emotions without drama. This is likely to instill confidence, commitment and foster good relationship between workers and their supervisors. Among other attributes that would nurture cohesiveness include: self-regulation of employees and availability of training and support at all times. Ultimately, staff would work hard and at the same enjoy working for a company that they genuinely care about.
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Works Cited
Foldspang, Lars. Working Environment and Productivity: A Register-Based Analysis of Nordic Enterprises. Kbh: Nordisk Ministerråd, 2014. Print.
Neville, Bernie, and Tim Dalmau. Olympus Inc: Intervening for Cultural Change in Organizations. London: Karnac Books, 2010. Print.
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