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Employeescapes, Part 2

  • 1.  Employeescapes, Part 2

    Posted 01-19-2008 06:07
    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

    Express yourself instantly with MSN Messenger! MSN Messenger


  • 2.  Employeescapes, Part 2

    Posted 01-19-2008 08:02
    Hi Wouter

    Have you ever read about the Hawthorne studies ?

    Roethlisberger, F.J. and Dickson, W.J. (1939) Management and the Worker. Cambridge, MA: Harvard University Press.



    Best wishes



    David


    David A. Buchanan
    Professor of Organizational Behaviour
    Cranfield University
    School of Management
    Cranfield
    Bedfordshire, MK43 0AL, UK

    T: + 44 (0) 1234 751 122 x 3481
    F: + 44 (0) 1234 751 806
    M: + 44 (0) 7850 143 602

    ________________________________

    From: Organizational Behavior Division Listserv on behalf of Wouter Liekens
    Sent: Sat 19/01/2008 11:06
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2


    Dear Researchers, Profs and Students,

    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.

    I would be thankful for your input.

    Regards,

    Wouter




    ________________________________

    Express yourself instantly with MSN Messenger! MSN Messenger <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>


  • 3.  Employeescapes, Part 2

    Posted 01-19-2008 08:43
    Hi Wouter,

    Yes, I believe environments can influence workplace behavior. My senior honors thesis showed that environmental stimuli in offices can implicitly affect worker productivity.

    You may want to look at the social cognition literature, such as:
    Aarts & Dijksterhuis (2003). The silence in the library: Environment, situational norm, and social behavior. Journal of Personality and Social Psychology, 84, 18-28.

    Gosling, Mannarelli, & Morris (2002). A room with a cue: Personality judgments based on offices and bedrooms. Personality Processes and Individual Differences, 82, 379-398.

    Davis (1984). The influence of the physical environment in offices. The Academy of Management Review, 9, 271-283.

    Hope this helps, good luck!

    Sincerely,
    Lilunia

    On Jan 19, 2008 6:06 AM, Wouter Liekens <woutkok@hotmail.com> wrote:
    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

    Express yourself instantly with MSN Messenger! MSN Messenger



  • 4.  Employeescapes, Part 2

    Posted 01-19-2008 09:44
    Hi Wouter,
    It is a tangential line of research but you may want to look into the criminal justice literature as they have done extensive research and implemented many environmental changes from paint colours to cell pods to colour of prison uniforms to influence behavior. The connection seems to be emotion - attitude - behavior although I have to admit I am not an expert in this area
    Good luck!
    Frances
    Frances Tuer


    -----Original Message-----
    From: Wouter Liekens <woutkok@HOTMAIL.COM>
    Date: Sat, 19 Jan 2008 12:06:42
    To:OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     


    ----------------
    Express yourself instantly with MSN Messenger! MSN Messenger


  • 5.  Employeescapes, Part 2

    Posted 01-19-2008 11:46
    Same for NASA. They have done extensive testing of the effects of paint
    colors on the moods and mindsets of astronauts, because they wanted to be
    sensitive to the colors they chose to paint the walls inside the space
    shuttle.

    Larry Pate
    Redondo Beach, California


    -----Original Message-----
    From: Organizational Behavior Division Listserv
    [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Frances Tuer
    Sent: Saturday, January 19, 2008 6:44 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2

    Hi Wouter,
    It is a tangential line of research but you may want to look into the
    criminal justice literature as they have done extensive research and
    implemented many environmental changes from paint colours to cell pods to
    colour of prison uniforms to influence behavior. The connection seems to be
    emotion - attitude - behavior although I have to admit I am not an expert in
    this area
    Good luck!
    Frances
    Frances Tuer


    -----Original Message-----
    From: Wouter Liekens <woutkok@HOTMAIL.COM>
    Date: Sat, 19 Jan 2008 12:06:42
    To:OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers
    and managers work and interact. Do you believe if it is possible to
    influence the behavior of the employees towards positive or wanted behavior
    by altering the physical environment? The idea is based on the theories of
    perceptions and the physical environment, consumer behaviour and the
    formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter


  • 6.  Employeescapes, Part 2

    Posted 01-19-2008 12:40

    Hi Wouter,

     

    As David and Lilunia have aptly suggested, the physical as well as intangible (directives, policies, culture and co-workers) environments have a tremendous influence on positive behavior. In fact, it's hard to separate all the environmental factors because they are so dynamically inter-related. Also, as David points out, the "official or formal" interest in the work environment started with the Hawthorne Studies in the late 1920s and early 1930s. My research and publications (www.UnManagemen.com) have also placed considerable emphasis on work contexts.

     

    Cheers,

    Charlie

     

    Charles (Kalev) Ehin, Ph.D.
    Emeritus Professor of Management
    The Gore School of Business
    Westminster College, Salt Lake City
    kalev1@msn.com
    www.UnManagement.com

    ----- Original Message -----
    Sent: Saturday, January 19, 2008 4:06 AM
    Subject: Employeescapes, Part 2

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

    Express yourself instantly with MSN Messenger! MSN Messenger


  • 7.  Employeescapes, Part 2

    Posted 01-19-2008 13:37

    Wouter,

     

    You have received great feedback, including the Hawthorne studies which probably marks the beginning of the consideration od people as people!

    I am sure that today studies should not be about whether changes in the environment (or in the structure, the processes, or in business practices) affect behavior.  Studies today should be about how they change behavior and the intensity of the change.  When I teach OB and some other related subjects, I emphasize to my students that it is more effective to change the behavior of workers by changing the environment, structure, processes, etc., than any other form.  A simple test you may want to do is to move your own class from a traditional row sitting format, into a circle sitting form!  This simple change produces changes in students' perceptions of the class, attitudes, and behavior.  There are many other great examples.  The IBM's transformation of the late 1980's and 1990's, Chrysler's move in very early 1990's when they went from the traditional sequential format to the cross-functional team format in the design and engineering of new cars, etc.

     

    Thanks,

     

    Ivan

     

     

     

     

    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 5:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

     

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

    Express yourself instantly with MSN Messenger! MSN Messenger



  • 8.  Employeescapes, Part 2

    Posted 01-19-2008 16:02
    Hi Wouter,

    Yes, I do think environment makes a difference. A number of years ago I had
    the experience of moving a counseling business from a fairly old facility to
    one that was much more professional. The attitude of staff improved
    remarkably. This was not part of the decision to make the move, but a pleasant
    side-effect. Even more importantly, the staff noticed that the clients'
    attitudes also improved significantly making them easier to work with! So,
    based on that and similar anecdotal experiences, I'm convinced that there is
    no question but that environment makes a difference.

    Dean Pielstick

    >===== Original Message From Organizational Behavior Division Listserv
    <OB@AOMLISTS.pace.edu> =====
    >Dear Researchers, Profs and Students,
    >
    >Employeescapes are the physical environments in which employees, customers
    and managers work and interact.
    >Do you believe if it is possible to influence the behavior of the employees
    towards positive or wanted behavior by altering the physical environment?
    >The idea is based on the theories of perceptions and the physical
    environment, consumer behaviour and the formation of attitudes.
    >
    >I would be thankful for your input.
    >
    >Regards,
    >
    >Wouter
    >
    >
    >_________________________________________________________________
    >Express yourself instantly with MSN Messenger! Download today it's FREE!
    >http://messenger.msn.click-url.com/go/onm00200471ave/direct/01/


  • 9.  Employeescapes, Part 2

    Posted 01-19-2008 16:05
    There is Fritz Steele's 1981 book, a Sense of Place.


    and
    Workplace by Design: Mapping the High-Performance Workscape (Jossey Bass Business and Management Series) by Franklin Becker and Fritz Steele (Paperback - April 21, 1995)

    There was/is also a group at Cormell (maybe in architecture or engineering) working on office design issues

    On a counter position there is Herzberg's distinction between hygiene and motivator factors in motivation


    -----Original Message-----
    From: Wouter Liekens <woutkok@HOTMAIL.COM>
    Date: Sat, 19 Jan 2008 12:06:42
    To:OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

    Dear Researchers, Profs and Students,
     
     Employeescapes are the physical environments in which employees, customers
    and managers work and interact.  Do you believe if it is possible to
    influence the behavior of the employees towards positive or wanted behavior
    by altering the physical environment?  The idea is based on the theories of
    perceptions and the physical environment, consumer behaviour and the
    formation of attitudes.
     
     I would be thankful for your input.
     
     Regards,
     
     Wouter
    <x-sigsep>

    Martin G. Evans
    Professor Emeritus, Rotman School of Management, University of Toronto.

    URL: www.rotman.utoronto.ca/~evans  blog: http://martingevans.blogspot.com/

    Former Co-Editor, M@n@gement: http://www.dmsp.dauphine.fr/MANAGEMENT/
    WEB Editor, Academy of Management Journal: http://aom.pace.edu/amjnew/

    The test of our progress is not whether we add more to the abundance of those who have much; it is whether we provide enough for those who have too little.
    Franklin D. Roosevelt

    [President George W. Bush] cannot mourn but is a figure of such moral vacancy as to make us mourn for ourselves.
    E. L. Doctorow.

    </x-sigsep>


  • 10.  Employeescapes, Part 2

    Posted 01-19-2008 16:47

    Hi,

     

    With regard to Ivan's point (that changing the physical environment can have an effect on behavior), I agree under some or all of the following circumstances: (1) the change is very radical (going from a suburban home to a city walk-up or a high-rise office building to a tent in the countryside), (2) there are many other accompanying changes (in technology relevant for work performance, in the job itself), and (w) dramatic changes in structural relationships among people (people are moved away from those they have been with in the past).  Alone minor changes in the physical environment will not have long-lasting effects unless accompanied by other changes.

     

    Let me add that looking at firms that have creative physical settings (e.g., Google) and concluding that the environment has an effect is an inappropriate way to look at the effects of environments.  This is because Google does many many other things different and it is those other things AND the physical environment that has the effects observed-and it is the interaction of all of those differences that produce the effects.  Companies that evolve and grow up a particular way are not good models for how older firms need to be changed since the issues are so different.

     

    Ben

     

    Benjamin Schneider, Ph.D.
    Senior Research Fellow, VALTERA
    Professor Emeritus, <st1:place w:st="on"><st1:placetype w:st="on">University</st1:placetype> of <st1:placename w:st="on">Maryland</st1:placename></st1:place>
    1363 Caminito Floreo, Suite G
    <st1:place w:st="on"><st1:city w:st="on">La Jolla</st1:city>, <st1:state w:st="on">CA</st1:state> <st1:postalcode w:st="on">92037</st1:postalcode></st1:place>
    tel/fx: 858-488-7594
    bschneider@valtera.com

    VALTERA ®
    Better Organizations Through Better Science ®
    www.valtera.com

    <st1:city w:st="on"><st1:place w:st="on">Chicago</st1:place></st1:city> Corporate Office:
    Valtera Corporation
    <st1:street w:st="on"><st1:address w:st="on">1701 Golf Rd.</st1:address></st1:street>, 2-1100
    <st1:place w:st="on"><st1:city w:st="on">Rolling Meadows</st1:city>, <st1:state w:st="on">IL</st1:state> <st1:postalcode w:st="on">60008-4257</st1:postalcode></st1:place>
    www.valtera.com

    This email and attachments, if included, may contain material that is confidential. This material is intended for the sole use of the individual or entity to whom it is addressed. If you received this message in error, please contact the sender and delete all copies.

    From: <st1:personname w:st="on">Organizational Behavior Division Listserv</st1:personname> [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Blanco, R Ivan
    Sent: Saturday, January 19, 2008 10:37 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2

     

    Wouter,

     

    You have received great feedback, including the <st1:city w:st="on"><st1:place w:st="on">Hawthorne</st1:place></st1:city> studies which probably marks the beginning of the consideration od people as people!

    I am sure that today studies should not be about whether changes in the environment (or in the structure, the processes, or in business practices) affect behavior.  Studies today should be about how they change behavior and the intensity of the change.  When I teach OB and some other related subjects, I emphasize to my students that it is more effective to change the behavior of workers by changing the environment, structure, processes, etc., than any other form.  A simple test you may want to do is to move your own class from a traditional row sitting format, into a circle sitting form!  This simple change produces changes in students' perceptions of the class, attitudes, and behavior.  There are many other great examples.  The IBM's transformation of the late 1980's and 1990's, Chrysler's move in very early 1990's when they went from the traditional sequential format to the cross-functional team format in the design and engineering of new cars, etc.

     

    Thanks,

     

    Ivan

     

     

     

     

    From: <st1:personname w:st="on">Organizational Behavior Division Listserv</st1:personname> [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 5:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

     

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

    Express yourself instantly with MSN Messenger! MSN Messenger



  • 11.  Employeescapes, Part 2

    Posted 01-19-2008 18:51
    Yes, Ben.

    Any change has to be somewhat comprehensive to generate some positive and lasting changes among employees. I went to an experience way back then where, as part of some training program, we were put through a one-week retreat intervention where we experience T-traning and other emotions related training. But at the end of the week, we went back to our jobs and an organization where nothing had changed. So the whole effort to make us into more sensitive people went to waste! In some cases it even generated negative changes among some of the people who participated in the retreat. It has to be a comprehensive change. Google is a great example. Another example is SAS, Corp.

    Thanks,

    Ivan


    D <https://synergy.txstate.edu/exchange/rb39/Inbox/Teaching/Ecuador%202007/RE:%20Gracias%20e%20informacion-6.EML/1_multipart/1_multipart/image001.jpg?Security=2> r. R. Ivan Blanco
    Department of Management
    McCoy College of Business Administration
    Texas State University - San Marcos
    San Marcos, TX 78666
    Phone (512) 245-1842
    Fax (512) 245-2850
    rb39@txstate.edu
    _ _ _ _ _ _ _ _ _ _

    The trouble with other cultures is that the people don't behave the way they're supposed to, that is, like us. The solution to this difficulty is not to expect them to." Craig Storti, The Art of Crossing Cultures (1990).
    _ _ _ _ _ _ _ _ _ _

    Las naciones marchan al termino de su grandeza con el mismo paso que camina su educacion.
    Nations march toward their greatness at the same pace as their educational systems evolve. Simon Bolivar
    = = = = = = = = = = = = = = = = = = =


    ________________________________

    From: Organizational Behavior Division Listserv on behalf of Ben Schneider
    Sent: Sat 1/19/2008 3:46 PM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2


    Hi,

    With regard to Ivan's point (that changing the physical environment can have an effect on behavior), I agree under some or all of the following circumstances: (1) the change is very radical (going from a suburban home to a city walk-up or a high-rise office building to a tent in the countryside), (2) there are many other accompanying changes (in technology relevant for work performance, in the job itself), and (w) dramatic changes in structural relationships among people (people are moved away from those they have been with in the past). Alone minor changes in the physical environment will not have long-lasting effects unless accompanied by other changes.

    Let me add that looking at firms that have creative physical settings (e.g., Google) and concluding that the environment has an effect is an inappropriate way to look at the effects of environments. This is because Google does many many other things different and it is those other things AND the physical environment that has the effects observed-and it is the interaction of all of those differences that produce the effects. Companies that evolve and grow up a particular way are not good models for how older firms need to be changed since the issues are so different.

    Ben

    Benjamin Schneider, Ph.D.
    Senior Research Fellow, VALTERA
    Professor Emeritus, University of Maryland
    1363 Caminito Floreo, Suite G
    La Jolla, CA 92037
    tel/fx: 858-488-7594
    bschneider@valtera.com

    VALTERA ®
    Better Organizations Through Better Science ®
    www.valtera.com <http://www.valtera.com/>

    Chicago Corporate Office:
    Valtera Corporation
    1701 Golf Rd., 2-1100
    Rolling Meadows, IL 60008-4257
    www.valtera.com
    This email and attachments, if included, may contain material that is confidential. This material is intended for the sole use of the individual or entity to whom it is addressed. If you received this message in error, please contact the sender and delete all copies.
    ________________________________

    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Blanco, R Ivan
    Sent: Saturday, January 19, 2008 10:37 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2

    Wouter,

    You have received great feedback, including the Hawthorne studies which probably marks the beginning of the consideration od people as people!

    I am sure that today studies should not be about whether changes in the environment (or in the structure, the processes, or in business practices) affect behavior. Studies today should be about how they change behavior and the intensity of the change. When I teach OB and some other related subjects, I emphasize to my students that it is more effective to change the behavior of workers by changing the environment, structure, processes, etc., than any other form. A simple test you may want to do is to move your own class from a traditional row sitting format, into a circle sitting form! This simple change produces changes in students' perceptions of the class, attitudes, and behavior. There are many other great examples. The IBM's transformation of the late 1980's and 1990's, Chrysler's move in very early 1990's when they went from the traditional sequential format to the cross-functional team format in the design and engineering of new cars, etc.

    Thanks,

    Ivan



    <https://synergy.txstate.edu/exchange/rb39/Drafts/RE:%20Employeescapes,%20Part%202.EML/image001.gif@01C85AA1.B6CA87E0>

    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 5:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

    Dear Researchers, Profs and Students,

    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.

    I would be thankful for your input.

    Regards,

    Wouter


    ________________________________

    Express yourself instantly with MSN Messenger! MSN Messenger <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>


  • 12.  Employeescapes, Part 2

    Posted 01-19-2008 19:23
    Wouter,
    Bitner's servicescapes work in marketing was highly related to existing job and work design literatures in management. I suggest you refer to this extensive management literature. Morgeson & Campion (2003) did a nice job summarizing the various forms of job and work design, including an approach to modify the physical work environment. Grant (2007) has also written on job design and prosocial behavior.

    This literature should provide you with a good foundation without re-inventing the wheel.

    Best of luck,

    Tim Munyon

    -----
    Timothy P. Munyon
    The College of Business
    Florida State University
    821 Academic Way
    Tallahassee, FL 32306
    (850) 556-8506
    tmunyon@fsu.edu

    ----- Original Message -----
    From: Wouter Liekens
    Date: Saturday, January 19, 2008 7:14 am
    Subject: Employeescapes, Part 2
    To: OB@AOMLISTS.pace.edu

    > Dear Researchers, Profs and Students,
    >
    > Employeescapes are the physical environments in which employees,
    > customers and managers work and interact.
    > Do you believe if it is possible to influence the behavior of the
    > employees towards positive or wanted behavior by altering the
    > physical environment?
    > The idea is based on the theories of perceptions and the physical
    > environment, consumer behaviour and the formation of attitudes.
    >
    > I would be thankful for your input.
    >
    > Regards,
    >
    > Wouter
    >
    >
    > _________________________________________________________________
    > Express yourself instantly with MSN Messenger! Download today it's
    > FREE!http://messenger.msn.click-url.com/go/onm00200471ave/direct/01/
    >


  • 13.  Employeescapes, Part 2

    Posted 01-19-2008 23:05
    I'm an architect and strategy scholar, focusing specifically on firms'
    physical organization. References, including a list of articles on
    corporate office environments that have appeared 1980-2001 in top
    design/behavior and management journals, appears in my article in JAPR (a
    top architecture & planning research journal):

    Cohen, Linda M. 2007. ?Bridging Two Streams of Corporate Office Design
    Research: A comparison of articles appearing in Design/Behavior and
    Management journals 1980-2001.? Journal of Architectural Planning and
    Research (JAPR), vol. 44, no. 4, pp.289-307.

    [if you don't have access to this journal, e-mail me directly]

    Linda M. Cohen, arch.
    Management Department
    The Wharton School
    3620 Locust Walk, Suite 2000
    Philadelphia, PA USA 19104
    bus. tel. 514-990-4559
    dept. tel: 215-898-7722
    dept. fax: 215-898-0401
    web: www.management.wharton.upenn.edu/lcohen


  • 14.  Employeescapes, Part 2

    Posted 01-20-2008 06:24
    Dear Charles,

    It would be a great exercise to conduct a similar experiment as the Hawthorne studies but with modern time technology.
    I could see the building of a physical setting that would be the workspace and at the same time the laboratory.
    Several subjects could be featuring in the setting as workers.
    Then changes in the physical environment could be administered without them actually being aware of the changes being administered.
    The result would be an account of behavior that unbiased and objectively would be recorded and analysed.

    Maybe something for a Phd...

    Many thanks again,

    Wouter

    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on 19 January 2008 at 12:39 +0200 wrote:
    Hi Wouter,
     
    As David and Lilunia have aptly suggested, the physical as well as intangible (directives, policies, culture and co-workers) environments have a tremendous influence on positive behavior. In fact, it's hard to separate all the environmental factors because they are so dynamically inter-related. Also, as David points out, the "official or formal" interest in the work environment started with the Hawthorne Studies in the late 1920s and early 1930s. My research and publications (    www.UnManagemen.com) have also placed considerable emphasis on work contexts.
     
    Cheers,
    Charlie
     
    Charles (Kalev) Ehin, Ph.D.
    Emeritus Professor of Management
    The Gore School of Business
    Westminster College, Salt Lake City
    kalev1@msn.com 
    www.UnManagement.com

    ----- Original Message -----
    Sent: Saturday, January 19, 2008 4:06 AM
    Subject: Employeescapes, Part 2


    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     


    Express yourself instantly with MSN Messenger!     MSN Messenger



    Wouter


  • 15.  Employeescapes, Part 2

    Posted 01-20-2008 07:05
    Dear Ivan,

    Would you believe that it becomes a necessity for firms to take into consideration when plotting company strategy the physical environment as a means of harvesting talents, attracting talent, keeping the talent in the firm and providing employees a setting where they can be more of what their needs and wants predict or ask from them to be?
    I personally think that the consumption of the workspace is becoming more and more of a reality.
    Employees work in a setting where they are at the same time part of and consuming it.
    With globalization firms are competing for labor on a worldscale, this has got two aspects; one of adventure for the employee where the added value of employment is a cultural experience in a new country and the difficulty of the firms to compete against these hidden and on top values.
    The physical setting becomes therefore a reason of choice.
    As an example; if one had the choice to go and work in a top of the line brand new hotel in Dubai with all the latest gadgets, bells and whistles or for the same package in a hotel in lets say Brussels which is 40 years old... what would one choose?

    Kind regards,

    Wouter

    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on 19 January 2008 at 13:37 +0200 wrote:
    Wouter,

     

    You have received great feedback, including the Hawthorne studies which probably marks the beginning of the consideration od people as people!

    I am sure that today studies should not be about whether changes in the environment (or in the structure, the processes, or in business practices) affect behavior.  Studies today should be about how they change behavior and the intensity of the change.  When I teach OB and some other related subjects, I emphasize to my students that it is more effective to change the behavior of workers by changing the environment, structure, processes, etc., than any other form.  A simple test you may want to do is to move your own class from a traditional row sitting format, into a circle sitting form!  This simple change produces changes in students' perceptions of the class, attitudes, and behavior.  There are many other great examples.  The IBM's transformation of the late 1980's and 1990's, Chrysler's move in very early 1990's when they went from the traditional sequential format to the cross-functional team format in the design and engineering of new cars, etc.

     

    Thanks,

     

    Ivan

     

     

     









     




    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 5:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2




     

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

     



    Express yourself instantly with MSN Messenger!     MSN Messenger




    Wouter


  • 16.  Employeescapes, Part 2

    Posted 01-20-2008 07:34
    Ben and Ivan,

    Great discussion going on here. I believe that change can only happen if the effort is complete and throughout the whole environment to benefit ALL participants of the change effort. And that not only the environment is supposed to be changing but everything that goes with it.
    If indeed the environment changes it should be considered that training, awareness and regularization happens for the employees to deal with that environment.

    Change management is indeed a very crucial aspect of managing environments today as the group dynamics, tangible and intangible intertwinements and the suppression of the individual by the group are all of utmost importance when considering change.

    To give you an example: the hotel I work in was recently bought by a new owner.
    Nothing to the hotel is or would be changed for the next couple of years.
    Yet the reaction of the unions and workers was considerable.
    If only the thought of change scares people already what then with real changes, like a full overhaul?

    Over to you,

    Wouter




    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on 19 January 2008 at 18:51 +0200 wrote:
    Yes, Ben.
     
    Any change has to be somewhat comprehensive to generate some positive and lasting changes among employees.  I went to an experience way back then where, as part of some training program, we were put through a one-week retreat intervention where we experience T-traning and other emotions related training.  But at the end of the week, we went back to our jobs and an organization where nothing had changed. So the whole effort to make us into more sensitive people went to waste!  In some cases it even generated negative changes among some of the people who participated in the retreat.  It has to be a comprehensive change.  Google is a great example.  Another example is SAS, Corp.
     
    Thanks,
     
    Ivan
     
                                            
                                              D <https://synergy.txstate.edu/exchange/rb39/Inbox/Teaching/Ecuador%202007/RE:%20Gracias%20e%20informacion-6.EML/1_multipart/1_multipart/image001.jpg?Security=2> r. R. Ivan Blanco
    Department of Management
    McCoy College of Business Administration
    Texas State University - San Marcos
    San Marcos, TX 78666
    Phone (512) 245-1842
    Fax  (512) 245-2850
    rb39@txstate.edu
    _ _ _ _ _ _ _ _ _ _
     
    The trouble with other cultures is that the people don't behave the way they're supposed to, that is, like us.  The solution to this difficulty is not to expect them to."  Craig Storti, The Art of Crossing Cultures (1990).
    _ _ _ _ _ _ _ _ _ _
     
    Las naciones marchan al termino de su grandeza con el mismo paso que camina su educacion.
    Nations march toward their greatness at the same pace as their educational systems evolve.  Simon Bolivar
    = = = = = = = = = = = = = = = = = = =
     

    ________________________________

    From: Organizational Behavior Division Listserv on behalf of Ben Schneider
    Sent: Sat 1/19/2008 3:46 PM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2


    Hi,
     
    With regard to Ivan's point (that changing the physical environment can have an effect on behavior), I agree under some or all of the following circumstances: (1) the change is very radical (going from a suburban home to a city walk-up or a high-rise office building to a tent in the countryside), (2) there are many other accompanying changes (in technology relevant for work performance, in the job itself), and (w) dramatic changes in structural relationships among people (people are moved away from those they have been with in the past).  Alone minor changes in the physical environment will not have long-lasting effects unless accompanied by other changes.
     
    Let me add that looking at firms that have creative physical settings (e.g., Google) and concluding that the environment has an effect is an inappropriate way to look at the effects of environments.  This is because Google does many many other things different and it is those other things AND the physical environment that has the effects observed-and it is the interaction of all of those differences that produce the effects.  Companies that evolve and grow up a particular way are not good models for how older firms need to be changed since the issues are so different.
     
    Ben
     
    Benjamin Schneider, Ph.D.
    Senior Research Fellow, VALTERA
    Professor Emeritus, University of Maryland
    1363 Caminito Floreo, Suite G
    La Jolla, CA 92037
    tel/fx: 858-488-7594
    bschneider@valtera.com 

    VALTERA ®
    Better Organizations Through Better Science ®
    www.valtera.com <http://www.valtera.com/>  

    Chicago Corporate Office:
    Valtera Corporation
    1701 Golf Rd., 2-1100
    Rolling Meadows, IL 60008-4257
    www.valtera.com 
    This email and attachments, if included, may contain material that is confidential. This material is intended for the sole use of the individual or entity to whom it is addressed. If you received this message in error, please contact the sender and delete all copies.
    ________________________________

    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Blanco, R Ivan
    Sent: Saturday, January 19, 2008 10:37 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2
     
    Wouter,
     
    You have received great feedback, including the Hawthorne studies which probably marks the beginning of the consideration od people as people!

    I am sure that today studies should not be about whether changes in the environment (or in the structure, the processes, or in business practices) affect behavior.  Studies today should be about how they change behavior and the intensity of the change.  When I teach OB and some other related subjects, I emphasize to my students that it is more effective to change the behavior of workers by changing the environment, structure, processes, etc., than any other form.  A simple test you may want to do is to move your own class from a traditional row sitting format, into a circle sitting form!  This simple change produces changes in students' perceptions of the class, attitudes, and behavior.  There are many other great examples.  The IBM's transformation of the late 1980's and 1990's, Chrysler's move in very early 1990's when they went from the traditional sequential format to the cross-functional team format in the design and engineering of new cars, etc.
     
    Thanks,
     
    Ivan
     
     
     
     <image001.gif@01C85AA1.B6CA87E0" target="_blank">https://synergy.txstate.edu/exchange/rb39/Drafts/RE:%20Employeescapes,%20Part%202.EML/image001.gif@01C85AA1.B6CA87E0>
     
    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 5:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2
     
    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     
    ________________________________

    Express yourself instantly with MSN Messenger! MSN Messenger <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>




    Wouter


  • 17.  Employeescapes, Part 2

    Posted 01-20-2008 13:27
    Hi Listserve

    Am I alone in thinking that this little cyberdebate is getting out of hand ? First, Wouter's opening question concerned ways covertly to manipulate employee behaviour in the pursuit of managerial goals through changes in working conditions (physical, spatial, visual). Second, as various contributors to this listserv have observed, this is hardly a novel topic (although the term 'employeescapes' may be a new one), and some homework would have rapidly revealed there is a well-established research tradition dating from experiments with factory lighting in the 1930s to contemporary studies of office layouts and 'creative' work environments. (There is also a significant tradition of marketing research concerning the ways in which retailers manipulate our buying behaviour through different forms of store layout; spot the perfume, smell the bread.) Third, and perhaps of greatest concern, we now have the suggestion from Wouter that: 'changes in the physical environment could be administered without them [employees] actually being aware of the changes being administered'. Whatever happened to research ethics and the concept of informed consent ?

    David

    David A. Buchanan
    Professor of Organizational Behaviour
    Cranfield University
    School of Management
    Cranfield
    Bedfordshire, MK43 0AL, UK

    T: + 44 (0) 1234 751 122 x 3481
    F: + 44 (0) 1234 751 806
    M: + 44 (0) 7850 143 602

    ________________________________

    From: Organizational Behavior Division Listserv on behalf of Wouter Liekens
    Sent: Sun 20/01/2008 11:23
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2


    Dear Charles,

    It would be a great exercise to conduct a similar experiment as the Hawthorne studies but with modern time technology.
    I could see the building of a physical setting that would be the workspace and at the same time the laboratory.
    Several subjects could be featuring in the setting as workers.
    Then changes in the physical environment could be administered without them actually being aware of the changes being administered.
    The result would be an account of behavior that unbiased and objectively would be recorded and analysed.

    Maybe something for a Phd...

    Many thanks again,

    Wouter

    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on 19 January 2008 at 12:39 +0200 wrote:
    Hi Wouter,

    As David and Lilunia have aptly suggested, the physical as well as intangible (directives, policies, culture and co-workers) environments have a tremendous influence on positive behavior. In fact, it's hard to separate all the environmental factors because they are so dynamically inter-related. Also, as David points out, the "official or formal" interest in the work environment started with the Hawthorne Studies in the late 1920s and early 1930s. My research and publications (www.UnManagemen.com <http://www.unmanagemen.com/> ) have also placed considerable emphasis on work contexts.

    Cheers,
    Charlie

    Charles (Kalev) Ehin, Ph.D.
    Emeritus Professor of Management
    The Gore School of Business
    Westminster College, Salt Lake City
    kalev1@msn.com <mailto:kalev1@msn.com>
    www.UnManagement.com <http://www.unmanagement.com/>




    ----- Original Message -----
    From: Wouter Liekens <mailto:woutkok@HOTMAIL.COM>
    To: OB@AOMLISTS.pace.edu <mailto:OB@AOMLISTS.pace.edu>
    Sent: Saturday, January 19, 2008 4:06 AM
    Subject: Employeescapes, Part 2


    Dear Researchers, Profs and Students,

    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.

    I would be thankful for your input.

    Regards,

    Wouter





    ________________________________

    Express yourself instantly with MSN Messenger! MSN Messenger <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>



    Wouter


  • 18.  Employeescapes, Part 2

    Posted 01-20-2008 21:29
    Great question, Wouter! And I wish there was a simple answer, but we know that complex problems only have complex solutions. I must start by saying that I am sure there are limits on how much an organization can do to prevent talent from leaving! When a good employee puts his or her eyes on another organization, it might even be fine to just let the person go.

    But let's go back to the question. I would say that it depends! What would I find in Brussels that I won't find in Dubai, and vice-versa? If my interests are more aligned with what Brussels has to offer, then . . . I think that there is a great example of this situation. Indian students prepare for years to gain admission into the Indian Institute of Technology. Over 100 thousand take the admission test and only 3500 are accepted every year. Those who do not make, but score high enough in test have as an alternative to attend MIT, or Cal Tec, Stamford, etc. Those who are admitted do not think it twice. They stay in India instead of coming to America or Europe to prestigious institutions which offer top of the line facilities, all kind of support, and cities that offer many amenities and other great conveniences (at least from our own bias). But they stay in India because the great clout associated with an IIT degree.



    Yes, the physical setting is important. But people work for a particular organization or stay loyal to it for a number of other reasons as well. And some of these reasons may not have much to do with the organization itself.

    This is a quick response, but I am sure the discussion with continue.



    Thanks,



    Ivan

    D <https://synergy.txstate.edu/exchange/rb39/Inbox/Teaching/Ecuador%202007/RE:%20Gracias%20e%20informacion-6.EML/1_multipart/1_multipart/image001.jpg?Security=2> r. R. Ivan Blanco
    Department of Management
    McCoy College of Business Administration
    Texas State University - San Marcos
    San Marcos, TX 78666
    Phone (512) 245-1842
    Fax (512) 245-2850
    rb39@txstate.edu
    _ _ _ _ _ _ _ _ _ _

    The trouble with other cultures is that the people don't behave the way they're supposed to, that is, like us. The solution to this difficulty is not to expect them to." Craig Storti, The Art of Crossing Cultures (1990).
    _ _ _ _ _ _ _ _ _ _

    Las naciones marchan al termino de su grandeza con el mismo paso que camina su educacion.
    Nations march toward their greatness at the same pace as their educational systems evolve. Simon Bolivar
    = = = = = = = = = = = = = = = = = = =


    ________________________________

    From: Organizational Behavior Division Listserv on behalf of Wouter Liekens
    Sent: Sun 1/20/2008 6:04 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2


    Dear Ivan,

    Would you believe that it becomes a necessity for firms to take into consideration when plotting company strategy the physical environment as a means of harvesting talents, attracting talent, keeping the talent in the firm and providing employees a setting where they can be more of what their needs and wants predict or ask from them to be?
    I personally think that the consumption of the workspace is becoming more and more of a reality.
    Employees work in a setting where they are at the same time part of and consuming it.
    With globalization firms are competing for labor on a worldscale, this has got two aspects; one of adventure for the employee where the added value of employment is a cultural experience in a new country and the difficulty of the firms to compete against these hidden and on top values.
    The physical setting becomes therefore a reason of choice.
    As an example; if one had the choice to go and work in a top of the line brand new hotel in Dubai with all the latest gadgets, bells and whistles or for the same package in a hotel in lets say Brussels which is 40 years old... what would one choose?

    Kind regards,

    Wouter

    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on 19 January 2008 at 13:37 +0200 wrote:
    Wouter,



    You have received great feedback, including the Hawthorne studies which probably marks the beginning of the consideration od people as people!

    I am sure that today studies should not be about whether changes in the environment (or in the structure, the processes, or in business practices) affect behavior. Studies today should be about how they change behavior and the intensity of the change. When I teach OB and some other related subjects, I emphasize to my students that it is more effective to change the behavior of workers by changing the environment, structure, processes, etc., than any other form. A simple test you may want to do is to move your own class from a traditional row sitting format, into a circle sitting form! This simple change produces changes in students' perceptions of the class, attitudes, and behavior. There are many other great examples. The IBM's transformation of the late 1980's and 1990's, Chrysler's move in very early 1990's when they went from the traditional sequential format to the cross-functional team format in th! e design and engineering of new cars, etc.



    Thanks,



    Ivan




















    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 5:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2






    Dear Researchers, Profs and Students,

    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.

    I would be thankful for your input.

    Regards,

    Wouter







    ________________________________




    Express yourself instantly with MSN Messenger! MSN Messenger <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>





    Wouter


  • 19.  Employeescapes, Part 2

    Posted 01-20-2008 21:42

    Hi David,
    No, you're not alone in thinking things are beginning to travel down dodgy pathways. Helping newer or younger colleagues to get a foothold in their research is fine by me and a worthy thing to do but I also simply wonder about the role of research supervisor. has that now been delegated to the listserv and to the goodwill (or homework) of the general body of researchers and academics 'out there' in cyberspace?
    Regards,
    Tom

    Dr Tom Cockburn
    Academic Learning & Teaching Fellow
    Australian School of Business
    UNSW
    Sydney 2052
    phone:+61 2 93856182
    mob: 0434 937 414
    email:t.cockburn@unsw.edu.au


    "Buchanan, David" <david.buchanan@CRANFIELD.AC.UK>
    Sent by: Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu>

    21/01/2008 05:26 AM

    Please respond to
    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu>
    To
    		OB@AOMLISTS.pace.edu
    cc
    Subject
    		Re: Employeescapes, Part 2





    Hi Listserve

    Am I alone in thinking that this little cyberdebate is getting out of hand ?  First, Wouter's opening question concerned ways covertly to manipulate employee behaviour in the pursuit of managerial goals through changes in working conditions (physical, spatial, visual).  Second, as various contributors to this listserv have observed, this is hardly a novel topic (although the term 'employeescapes' may be a new one), and some homework would have rapidly revealed there is a well-established research tradition dating from experiments with factory lighting in the 1930s to contemporary studies of office layouts and 'creative' work environments.  (There is also a significant tradition of marketing research concerning the ways in which retailers manipulate our buying behaviour through different forms of store layout; spot the perfume, smell the bread.)  Third, and perhaps of greatest concern, we now have the suggestion from Wouter that: 'changes in the physical environment could be administered without them [employees] actually being aware of the changes being administered'.  Whatever happened to research ethics and the concept of informed consent ?  

    David

    David A. Buchanan
    Professor of Organizational Behaviour
    Cranfield University
    School of Management
    Cranfield
    Bedfordshire, MK43 0AL, UK

    T: + 44 (0) 1234 751 122 x 3481
    F: + 44 (0) 1234 751 806
    M: + 44 (0) 7850 143 602

    ________________________________

    From: Organizational Behavior Division Listserv on behalf of Wouter Liekens
    Sent: Sun 20/01/2008 11:23
    To: OB@AOMLISTS.pace.edu
    Subject: Re: Employeescapes, Part 2


    Dear Charles,

    It would be a great exercise to conduct a similar experiment as the Hawthorne studies but with modern time technology.
    I could see the building of a physical setting that would be the workspace and at the same time the laboratory.
    Several subjects could be featuring in the setting as workers.
    Then changes in the physical environment could be administered without them actually being aware of the changes being administered.
    The result would be an account of behavior that unbiased and objectively would be recorded and analysed.

    Maybe something for a Phd...

    Many thanks again,

    Wouter

    Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on 19 January 2008 at 12:39 +0200 wrote:
    Hi Wouter,

    As David and Lilunia have aptly suggested, the physical as well as intangible (directives, policies, culture and co-workers) environments have a tremendous influence on positive behavior. In fact, it's hard to separate all the environmental factors because they are so dynamically inter-related. Also, as David points out, the "official or formal" interest in the work environment started with the Hawthorne Studies in the late 1920s and early 1930s. My research and publications (www.UnManagemen.com <http://www.unmanagemen.com/> ) have also placed considerable emphasis on work contexts.

    Cheers,
    Charlie

    Charles (Kalev) Ehin, Ph.D.
    Emeritus Professor of Management
    The Gore School of Business
    Westminster College, Salt Lake City
    kalev1@msn.com <mailto:kalev1@msn.com>  
    www.UnManagement.com <http://www.unmanagement.com/>




    ----- Original Message -----
    From: Wouter Liekens <mailto:woutkok@HOTMAIL.COM>  
    To: OB@AOMLISTS.pace.edu <mailto:OB@AOMLISTS.pace.edu>  
    Sent: Saturday, January 19, 2008 4:06 AM
    Subject: Employeescapes, Part 2


    Dear Researchers, Profs and Students,

    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.

    I would be thankful for your input.

    Regards,

    Wouter





    ________________________________

    Express yourself instantly with MSN Messenger! MSN Messenger <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>  



    Wouter



  • 20.  Employeescapes, Part 2

    Posted 01-21-2008 10:01
    I agree with DBuchanan's comments and have found the tone and content
    of some of the commentary to be extremely manipulative of human beings
    whom we should be treating with dignity and respect.....not as mice in
    an experiment....what ever happened to all the HR claptrap about 'our
    greates assets being our people' et? We all know that manipulation and
    so on happens in reality, it's part of organisational life and
    politics and we need to study it....but promoting it in order to study
    human behaviour seems to be going too far to me,

    Regards,

    John O'Dowd.

    Quoting "Buchanan, David" <david.buchanan@CRANFIELD.AC.UK>:

    > Hi Listserve
    >
    > Am I alone in thinking that this little cyberdebate is getting out
    > of hand ? First, Wouter's opening question concerned ways covertly
    > to manipulate employee behaviour in the pursuit of managerial goals
    > through changes in working conditions (physical, spatial, visual).
    > Second, as various contributors to this listserv have observed, this
    > is hardly a novel topic (although the term 'employeescapes' may be
    > a new one), and some homework would have rapidly revealed there is
    > a well-established research tradition dating from experiments with
    > factory lighting in the 1930s to contemporary studies of office
    > layouts and 'creative' work environments. (There is also a
    > significant tradition of marketing research concerning the ways in
    > which retailers manipulate our buying behaviour through different
    > forms of store layout; spot the perfume, smell the bread.) Third,
    > and perhaps of greatest concern, we now have the suggestion from
    > Wouter that: 'changes in the physical environment could be
    > administered without them [employees] actually being aware of the
    > changes being administered'. Whatever happened to research ethics
    > and the concept of informed consent ?
    >
    > David
    >
    > David A. Buchanan
    > Professor of Organizational Behaviour
    > Cranfield University
    > School of Management
    > Cranfield
    > Bedfordshire, MK43 0AL, UK
    >
    > T: + 44 (0) 1234 751 122 x 3481
    > F: + 44 (0) 1234 751 806
    > M: + 44 (0) 7850 143 602
    >
    > ________________________________
    >
    > From: Organizational Behavior Division Listserv on behalf of Wouter Liekens
    > Sent: Sun 20/01/2008 11:23
    > To: OB@AOMLISTS.pace.edu
    > Subject: Re: Employeescapes, Part 2
    >
    >
    > Dear Charles,
    >
    > It would be a great exercise to conduct a similar experiment as the
    > Hawthorne studies but with modern time technology.
    > I could see the building of a physical setting that would be the
    > workspace and at the same time the laboratory.
    > Several subjects could be featuring in the setting as workers.
    > Then changes in the physical environment could be administered
    > without them actually being aware of the changes being administered.
    > The result would be an account of behavior that unbiased and
    > objectively would be recorded and analysed.
    >
    > Maybe something for a Phd...
    >
    > Many thanks again,
    >
    > Wouter
    >
    > Organizational Behavior Division Listserv <OB@AOMLISTS.pace.edu> on
    > 19 January 2008 at 12:39 +0200 wrote:
    > Hi Wouter,
    >
    > As David and Lilunia have aptly suggested, the physical as well as
    > intangible (directives, policies, culture and co-workers)
    > environments have a tremendous influence on positive behavior. In
    > fact, it's hard to separate all the environmental factors because
    > they are so dynamically inter-related. Also, as David points out,
    > the "official or formal" interest in the work environment started
    > with the Hawthorne Studies in the late 1920s and early 1930s. My
    > research and publications (www.UnManagemen.com
    > <http://www.unmanagemen.com/> ) have also placed considerable
    > emphasis on work contexts.
    >
    > Cheers,
    > Charlie
    >
    > Charles (Kalev) Ehin, Ph.D.
    > Emeritus Professor of Management
    > The Gore School of Business
    > Westminster College, Salt Lake City
    > kalev1@msn.com <mailto:kalev1@msn.com>
    > www.UnManagement.com <http://www.unmanagement.com/>
    >
    >
    >
    >
    > ----- Original Message -----
    > From: Wouter Liekens <mailto:woutkok@HOTMAIL.COM>
    > To: OB@AOMLISTS.pace.edu <mailto:OB@AOMLISTS.pace.edu>
    > Sent: Saturday, January 19, 2008 4:06 AM
    > Subject: Employeescapes, Part 2
    >
    >
    > Dear Researchers, Profs and Students,
    >
    > Employeescapes are the physical environments in which employees,
    > customers and managers work and interact.
    > Do you believe if it is possible to influence the behavior of the
    > employees towards positive or wanted behavior by altering the
    > physical environment?
    > The idea is based on the theories of perceptions and the physical
    > environment, consumer behaviour and the formation of attitudes.
    >
    > I would be thankful for your input.
    >
    > Regards,
    >
    > Wouter
    >
    >
    >
    >
    >
    > ________________________________
    >
    > Express yourself instantly with MSN Messenger! MSN Messenger
    > <http://clk.atdmt.com/AVE/go/onm00200471ave/direct/01/>
    >
    >
    >
    > Wouter
    >


  • 21.  Employeescapes, Part 2

    Posted 01-21-2008 12:52

    Wouter, my dissertation (back in early 90's) looked at company spirit/organizational commitment.  One of the factors that affects spirit is the use of space, particularly opportunities for what I call "the happy bumpings into" that facilitate informal communication and connection.   In my approach to teaching <st1:place w:st="on">OB</st1:place>, I use the model I discovered years ago in the Cohen Fink book which says that organizational behavior can be explained by required systems (organizational structure, rules, policies) and reward systems, organizational culture, personal systems, reward systems, and layout/technology.  Several responses to your query mentioned layout as significant, and I share that perspective.  It's not totally clear that company spirit is correlated with productivity, but my personal philosophy is that productivity without satisfaction is unsustainable, and satisfaction without productivity is also.  So I would advise any organizational leaders to pay attention to what you refer to as employeescapes.  I believe they matter. 

     

    Cheers,

     

    Susan

     

    Susan Herman, Professor School of Management

    Director,  Northern <st1:place w:st="on"><st1:placename w:st="on">Leadership</st1:placename> <st1:placetype w:st="on">Center</st1:placetype></st1:place>

    <st1:placetype w:st="on">University</st1:placetype> of <st1:placename w:st="on">Alaska</st1:placename> <st1:city w:st="on"><st1:place w:st="on">Fairbanks</st1:place></st1:city>

    <st1:address w:st="on"><st1:street w:st="on">P.O. Box</st1:street> 756080</st1:address>

    <st1:place w:st="on"><st1:city w:st="on">Fairbanks</st1:city>, <st1:state w:st="on">Alaska</st1:state> <st1:postalcode w:st="on">99775-6080</st1:postalcode></st1:place>

    907-474-1939 (o)

    907-474-5219 (f)

    www.uaf.edu/nlc

     

    From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Wouter Liekens
    Sent: Saturday, January 19, 2008 2:07 AM
    To: OB@AOMLISTS.pace.edu
    Subject: Employeescapes, Part 2

     

    Dear Researchers, Profs and Students,
     
    Employeescapes are the physical environments in which employees, customers and managers work and interact.
    Do you believe if it is possible to influence the behavior of the employees towards positive or wanted behavior by altering the physical environment?
    The idea is based on the theories of perceptions and the physical environment, consumer behaviour and the formation of attitudes.
     
    I would be thankful for your input.
     
    Regards,
     
    Wouter
     
     

    Express yourself instantly with MSN Messenger! MSN Messenger