Fig 24: Noxel Office Building Plan

4. Case Studies And its Inferences

4.1 Noxel Office Building, Maryland USA (Hierarchical Division)

Fig No.23 Noxel Office Building View

Source: Architectural Record, 1968

Introduction

Noxel Office Building, was designed by Gordon Bunshaft. The office building was designed in 1968. The building was designed for theNoxell Corporation is located in Hunt Valley, MD, United States and is part of the Soap, Cleaning Compound, and Toilet Preparation Manufacturing Industry.

As lead designer of the Lever House and many of America’s most historically prominent buildings, Pritzker Prize-winning architect Gordon Bunshaft (9 May 1909 –6 August 1990) is credited with ushering in a new era of Modernist skyscraper design and corporate architecture. A stern figure and a loyal advocate of the International Style, Bunshaft spent the majority of his career as partner and lead designer for SOM, who have referred to him as “a titan of industry, a decisive army general, an architectural John Wayne.”

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Design Concept and Spatial Analysis

The layout consists of private rooms laid around the either sides with clerical workers seating in the in between spaces. The building is climate-responsive. The layout is designed keeping in the mind the concept of hierarchical division of employees.

The office building is a very tangible reflection of a profound change in employment patterns that occurred over the last one hundred years. In the U.S., northern Europe, and Japan, at least 50 percent of the working population is employed in office settings as compared to 5 percent of the population at the beginning of the 20th century. However, today's office buildings are experiencing even more change due to the recent pandemic. The office is now a place for collaboration, talent recruitment, onboarding, and inspiration with new requirements and expectations that combine physical spaces with technologically supported ways to work, in the office or remotely. Typically, the life-cycle cost distribution for a typical service organization is about 3 to 4 percent for the facility, 4 percent for operations, 1 percent for furniture, and 90 to 91 percent for salaries. As such, if the office structure can leverage the 3 to 4 percent expenditure on facilities to improve the productivity of the workplace, it can have a very dramatic effect on personnel contributions representing 90 to 91 percent of the service organization's costs.

Fig No.24 Noxel Office Building Plan

Source: Architectural Record, 1968

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