Organisational Culture in the World of Remote Working

Abstract

In my research I analysed virtual organisations, paying particular attention to their structural characteristics, management functions and organisational culture. I emphasized the role of organizational culture as an integrating force and used the iceberg model to examine the fit between the individual and the organization. I defined organisational culture in terms of beliefs, values and attitudes. The practical analysis focused on a well-known telecommunications company, where I used oral and written interviews and online questionnaires. My aim was to explore the visible and hidden cultural dimensions and to examine the alignment between individual and organisational goals. My hypotheses were confirmed by considering culture, as well as managerial and structural characteristics. My first hypothesis focused on maintaining cohesion by strengthening the organisational culture during remote working. I sought to answer how culture can help increase cohesion between remote teams. I found that good leaders are able to motivate their employees and that providing appropriate communication channels is key. Based on the interviews, I see that communication in the company is generally good, but there are some gaps in the interaction with external agencies. My second hypothesis explored the effects of organisational culture on information flow and collaboration. My research revealed that, in addition to video conferencing and chat applications, collaborative projects help teams achieve their goals. My third hypothesis focused on employee motivation and effectiveness. I found that joint programmes and events, such as online games and workshops, strengthen team spirit. At the same time, I missed opportunities for social responsibility, which could help bring teams together and increase empathy. The results of my research show that organisational culture plays a key role in the success of remote working. A strong culture fosters a sense of community, motivation and increased efficiency. Companies that take these factors into account can increase their competitiveness and become attractive employers. My research has not addressed the legitimacy of different organisational forms, but it is clear that these models are an integral part of the economy. In future research, it would also be worthwhile to look more deeply into the issue of maintaining trust and reciprocity.