Home Undermines Organizational Culture BMA101

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Work from home degrades organisational culture by isolating team members and
increasing stress if they are unable to achieve the right balance between their personal and
professional lives. The principles, objectives, and practises that govern and inform the
activities of all team members make up organisational culture. Consider it a collection of
characteristics that define your organisation. A great company culture exemplifies positive
traits that lead to increased performance, whereas a dysfunctional company culture elicits
characteristics that can stymie even the mos t profitable companies (Pauline Ramos & Tri
Prasetyo, 2020 ). One’s company’s culture influences everything from punctuality and tone to
contract terms and employee benefits. Employees are more likely to feel comfortable,
supported, and valued when the work place culture matches their needs. According to
professionals, the key to developing the traits required for business progress is to have a
strong organisational culture. Companies with healthy cultures are 1.5 times more likely to
have sales growth of 15% or more over three years, and 2.5 times as likely to have significant
stock growth over the same time period (Ipsen et al., 2021 ).
The proposition is that working from home undermines such cultures by isolating
team members and increasing stress if they are unable to achieve the proper balance between
home and professional life. Thus, the main goal of the essay is to demonstrate both for and
against the notion that working from home damages organisational culture. Argument for the
proposition views work f rom home undermines organisational culture as it alienated
employees by staying in the home and disrupt the communication process which they used to
enjoy in an organisational setting (Kazi Turin Rahman & Arif, 2020 ). Moreover, in work
from home setting employees were unable to strike the proper balance between their career
and personal lives which also disrupt the organisational culture. Work from home, on the
other hand, may prove to be financially beneficial to both the employee and the workforce,
sinc e it reduces travel and other office expenditures. The essay concludes that working from
home damages organisational culture since it can stifle communication while also alienating
workers from the culture and preventing them from balancing home and office duties
(Waizenegger et al. 2020) .
In support of the proposition that working from home undermines organisational
culture it could be emphasised that employees who work from home may feel alienated from
the organisation and co -workers. Employees are protected from this threat by the office
culture. Workplaces create an environment in which everyone is connected to one another. It
enables employees to operate as a team and contribute to the development of a competitive
workplace. Newly hired employees, in particular, may require extra attenti on and
communication at first to help them feel like a part of the team and receive the necessary
attention and gratitude. It is critical for every employee’s development to feel at ease and
confident in their work environment. Employees must understand th at the company’s vision
coincides with their own. Organizations follow certain procedures on a regular basis.
Organizations use certain tactics on a daily basis to keep staff motivated. The culture of the
company helps with communication and reduces the li kelihood of this experience occurring
(Wolor, Nurkhin & Citriadin, 2021 ).
Furthermore, and in support of the argument, one of the issues that has occurred as a
result of this is that people become weary of the same routine after a while. They couldn’t
ach ieve the right balance between their professional and personal lives. Working from home,
where the office culture creates a physical separation between work and family life, may
make it difficult for employees to distinguish between the two. Because of thi s, employees
may find it difficult to disconnect from work, resulting in longer hours, increased stress, and,
finally, burnout. This may have an impact on the employee’s mental health. This issue can be
remedied by providing clear instructions on how to ma nage work and by establishing clear
goals. This problem may be solved by offering sound advice on how to manage work and set
family boundaries. Hold frequent meetings and team catch -ups to give employees more
opportunities to stay connected (Van Der Lippe & Lippényi, 2020 ).
Against the argument’s proposition, it may be argued that working from home and not
having to commute leads in further savings and financial benefits. This design provides the
firm with a lot of financial benefits in addition to the pe rsonnel. Space in the office, office
supplies, utility costs, and other perks can all be reduced. Employees who work from home
can save money on taxes. Employees who spend a lot of time visiting clients and aren’t in the
office very often. Allowing them to work from home could be more convenient and save
them even more time and money. As a consequence of the time, they save travelling to and
from work, some workers want to expand their paid contracted hours. As a result, working
from home might benefit both the individuals and the organisation financially (Thorstensson,
2020) .
Working from allow workers allows employees to have more flexibility in balancing
work and personal lives. If employees are no longer constrained to an office, they may be
better posit ioned and more ready to work flexible schedules, such as earlier or later in the
day, or even on weekends. As a result, they have the freedom to devote time to family needs
while also saving time traveling to and from work. It’s not like office culture goe s away in a
remote or hybrid setting. Although cultural beliefs and norms are still established and
preserved, they are no longer influenced by the office’s processes and routines. They’re more
receptive to new information and more open to the influence of non -work factors in their
daily lives. Maintaining a balanced culture and allowing employees to work from home can
both be accomplished at the same time (Castrillon, 2020 ).
In the wake of the present epidemic and its severe effects on health, economics, a nd
society, not all organisations will come out stronger . A clear understanding of their
organization’s culture by managers and leaders and the values and commitments they bring
forth by acting in specific ways can allow their staff to navigate the present environment in a
way that is both authentic and adaptable in light of the reality we all confront . The conduct of
an organisation and its staff is defined by organisational culture, which is independent of
office space. It encourages healthy and competiti ve relationships among co -workers, which
boosts the team’s and organization’s production (Arkesteijn et al., 2021 ). If criteria are set to
ensure company culture is followed, a work from home routine can contribute to this.
Employees are kept pleased and loyal by organisations praising and rewarding their good
work. In conclusion, Work from home schedules may create a communication vacuum
between employees and management, endangering the company’s core principles. A strong
communication plan is essential t o tackle this problem. The world around us is changing, and
the company’s culture is evolving as well. Finally, working from home weakens workplace
culture since it may stifle communication while also alienating people from the organization’s
culture throu gh repetitious non -commutable labour (Pirzadeh & Lingard, 2021 ).
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