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Catering to the huge demand, the Indian government has decided to set up a co-working space for <keyword id="6362513" type="ORGANIZATION" weightage="20" keywordseo="Startups">startups</keyword>. The demand has come from Mangaluru and for the first time, the government will own a co-working space, which will have 3D printing and new-age digital infrastructure. "We felt there was a great demand for a co-working space in Mangaluru. Many startups told us that they had to go to Bengaluru or other cities to access such facilities and infrastructure,” a senior official told ET. The co-working space will be designed to accommodate 100 people and a team of officials is in talks with some of the Delhi-based co-working space owners. The workstations will be made available at a price nearly half the market rate being charged by privately owned social workspaces. Several ministries are being approached to help in setting up the space, for instance, the ministry of electronics and information technology has been requested for high-speed internet, 3D printing equipment, etc. Once this model is set up, the government may also launch a patent facilitation cell. "We will select the right people to run the place only after asking for suggestions from the start-ups themselves since it is an entirely new territory for the government to enter,” the senior official added.

For the first time, Govt is going to set up co-working space for startups

We spend a sizable chunk of our time at work with our co-workers. In fact, a <keyword id="1601181" type="COMPANY" weightage="100" keywordseo="steelcase">Steelcase</keyword> study states that people spend nearly 37% of their day at work. While constantly interacting with our colleagues at our workplace, we encounter with different personality types. Some personalities at work are always perceived as strong leaders, while some are viewed as quiet, shy, or even poor collaborators who rejuvenate by being more on their own or in low-key environments. Although a variety of personalities at the office can cause an occasional challenge, designing a progressive workplace will help cater to different personality types, leading to a more balanced work environment. 
 
Hence, organizations need to start looking at designing a work environment which is fitting to different personality types, as it will help boost productivity and engagement. Here are some workplace design considerations for varying dispositions. 
 
1. The Wallflower: Some personalities at work have an ability to make themselves anonymous, as it frees them from the restraints incurred through normal social surveillance. Being unknown allows people to avoid interruptions, as well as express themselves in new ways and experiment with new behaviours. The key is that it’s strategic—individuals choosing when and why to make themselves anonymous. 
 
Examples: 
Going to work at a café or a place where you’re unknown 
Engaging in online discussions using an avatar or handle 
 
Design considerations: 
Incorporate informal, non-constricting environments with a home-like feel that will help break the corporate barrier. 
 
2. The Whisperer: Privacy isn’t just about being alone. We also seek privacy with selected others. When we choose to share personal information or our emotions with someone else, there is a measure of trust involved— an assumption that the other person understands that the shared information isn’t for general public consumption. But, in today’s mostly open-plan workplaces, it’s difficult to find places where such conversations can occur without being scheduled. 
 
Examples: 
Discussing a personal situation with a colleague or attending an important call 
Being in a performance review with your manager 
 
Design considerations: 
Create a mix of “I” spaces and “We” spaces so that people freely circulate in a shifting kaleidoscope of interactions. 
 
3. The Perceiver: Companies are now shifting to a mobile technology era, wherein organizations are providing laptops to employees instead of desktop computers. Here, the employees’ seating arrangements fluctuate according to their own wish and requirements as they do not have any fixed desking system. These personalities acknowledge a flexible style of working and are open-minded, adaptable, and spontaneous with such office environments. 
 
Examples: 
Getting used to a new desk at workplace easily 
Interaction with different set of colleague’s everyday 
 
Design considerations: 
• Create areas where people can connect with others without any distractions or interference 
• Provide ample and well-equipped spaces for mobile and resident workers to work individually or in teams so that they can interact with each other 
 
 
4) The back bencher: Isolation is a state of mind—it’s possible to feel isolated from a group while that group surrounds you. But solitude is physical: intentionally separating from a group to concentrate, recharge, express emotions or engage in personal activities. People in individualistic cultures, such as the United States, may take times of solitude almost for granted, but even within a collectivist culture, such as China, being alone sometimes is a fundamental need. 
 
Examples: 
Finding an enclave 
Sitting in the farthest empty corner of a large room 
 
Design consideration: 
Create spaces that allow personalization and individual customization, instead of tightly enforced workplace standards. Offer settings and affordances that help employees feel supported in their work. 
 
5. The invisibility cloak: Our innermost thoughts and feelings are our most personal information and our own quirky behaviours can only be revealed if we choose to do so. Some choose to reveal specific information to select group of people, while revealing different information to others. These personalities are in their own nutshell and prefer to uncover themselves only with certain people as and when required. 
 
Examples: 
Opting for a telephonic conversation instead of a video conference 
Choosing which personal items to display at a workstation 
 
Design considerations: 
Create spaces that help people connect with others one-on-one and eye-to-eye, and not just through their technology devices. Also, design areas that allow workers to control their sensory stimulation and choose if they want to amp it up or down. 
 
(This post has been authored by Mr. <keyword id="3570449" type="UNKNOWN" weightage="100" keywordseo="praveen-rawal">Praveen Rawal</keyword>, Managing Director, <keyword id="3539312" type="UNKNOWN" weightage="100" keywordseo="steelcase-india">Steelcase India</keyword> and Southeast Asia)

What is your personality at work?

<div class="image-container float_right" style="width:480px"><div class="image">AP Images</div></div>Michael Jeffries is one of the most enigmatic leaders in the <keyword id="6354851" type="ORGANIZATION" weightage="100" keywordseo="Retail">retail</keyword> industry. Not much is known about the CEO of <keyword id="647937" type="COMPANY" weightage="60" keywordseo="Abercrombie-Fitch">Abercrombie &amp; Fitch</keyword>, but his name is synonymous with the brand he has led for more than 20 years.
When Jeffries became CEO in 1992, Abercrombie &amp; Fitch had 36 stores that generated approximately $50 million in annual sales.
Jeffries saw an opportunity in teen retail, and today Abercrombie has grown to more than 1,000 stores, with annual sales surpassing $4.5 billion, according to its <a href="http://www.abercrombie.com/anf/investors/investorrelations.html">annual report.</a>
The brand is now at a crossroads. Its <a href="http://www.businessinsider.com/abercrombie-attempts-to-be-hipster-2013-6">heyday was during a resurgence in preppy fashion</a>, and it's had a tough time figuring out how to embrace the new quirky, hipster style. Abercrombie has <a href="http://www.businessinsider.com/abercrombie-is-in-trouble-2013-2">also struggled in Europe</a>, where it was banking on major growth.
The company must decide: Does it evolve to chase its aging consumers, or start targeting new, younger ones?
"[Jeffries] grabbed those young consumers like crazy” in the 1990s, said Robin Lewis, co-author of "<a href="http://www.amazon.com/The-New-Rules-Retail-Marketplace/dp/0230105726">The New Rules of Retail</a>" and CEO of newsletter <a href="http://therobinreport.com/">The Robin Report</a>. The company's clothing, geared towards "cool, sexy, young people," was quickly met with commercial success in that category.
"But what happens, when you define [your customer] so clearly and well, is your core consumer begins to get older,” Lewis said.
Lewis said that while it would be risky for Abercrombie to focus only its core consumers, the alternative would not necessarily put the company back on its previous financial track domestically.
"If [Jeffries] repositions the brand for the young kids coming up, they will say ‘that was from my younger brother, I don’t want anything to do with it,'" he said.
To complicate the situation, Jeffries' leadership has recently come under scrutiny during the brand's state of uncertainty. Jeffries' definition of beauty has infiltrated the company's image and philosophy, and has consumers thinking twice about wearing the brand.
In a 2006 <a href="http://www.salon.com/2006/01/24/jeffries/">Salon</a> profile — the best journalistic depiction of the media-aloof Jeffries — Benoit Denizet-Lewis described the image-conscious CEO:
He wants desperately to look like his target customer (the casually flawless college kid), and in that pursuit he has aggressively transformed himself from a classically handsome man into a cartoonish physical specimen: dyed hair, perfectly white teeth, golden tan, bulging biceps, wrinkle-free face, and big, Angelina Jolie lips.
Denizet-Lewis also commented on the company's "young, painfully attractive..." employees , whom he observed during his two-day visit to its headquarters in New Albany, Ohio. Jeffries even admitted in the <a href="http://www.salon.com/2006/01/24/jeffries/">article</a> that the company hires good-looking people to work in its stores, "because good-looking people attract other good-looking people, and we want to market to cool, good-looking people. We don’t market to anyone other than that."
The comments <a href="http://www.businessinsider.com/abercrombie-wants-thin-customers-2013-5">recently resurfaced in connection with the brand's refusal</a> to stock plus-sized clothing for women, raising a firestorm.
Jeffries' workplace rules have also caused some to question his management style. BuzzFeed recently reported on a <a href="http://www.buzzfeed.com/sapna/exclusive-abercrombie-execs-troubled-by-involvement-of-ceos">rigid set of "Workstation Standards"</a> banning clutter from the company headquarters, and <a href="http://www.businessinsider.com/abercrombie-hates-the-color-black-2013-7">employees are not allowed to wear the color black,</a> reportedly because Jeffries loathes the shade.
Abercrombie's direction and image must be managed carefully going forward. Lewis thinks Jeffries will continue to chase the younger, hip demographic, though he may have to make some changes to successfully do so.
“My opinion is that he probably will not go the direction of chasing after his aging original consumer," Lewis said. "He'll continue to try to keep the brand's positioning for young, sexy, cool, people in tact."
A representative for the retailer said, "We are continually evaluating opportunities and looking for the best ways to do business. We recently conducted a global research study on what our consumers think, and the data may lead us to make further changes throughout the business."

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For the first time, Govt is going to set up co-working space for startups

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What is your personality at work?

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The CEO Of Abercrombie & Fitch Is At A Major Crossroads

Michael Thrasher

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