Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Amity Research Centers
Length: 11 pages
Data source: Published sources
Abstract
The onset, flare and eventual receding of the COVID-19 pandemic in 2020-21 had drastically changed the way businesses functioned and workforce worked. Most switched to online mode of functioning which was impressively facilitated and supported by novel digital technologies. However, when the pandemic relented in its ferocity, business leaders were faced with a new reality. The decision had to be made about the best way to move forward - online, offline or a mix of two. The pros and cons of each were analysed along with the findings of the related researches and surveys done. Eventually, it emerged from most surveys that a hybrid work culture and a hybrid workplace was preferred by a large percentage of workforce. However, there were many challenges associated with this paradigm. While most challenges seemed surmountable with little foresight and strategy, preserving the organisational culture appeared to be an uphill task. The hybrid workplace sought a hybrid work culture and this eventually mandated rethinking and reimagining of the organisational culture. How would business leaders go about it? What were the associated challenges? Above all, how would the uniformity of culture be established in a distributed workplace?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Time period
The events covered by this case took place in 2021.Geographical setting
Region:
World/global
Countries:
United States; China
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Amity Research Centers
Length: 6 pages
Data source: Published sources
About
Abstract
The onset, flare and eventual receding of the COVID-19 pandemic in 2020-21 had drastically changed the way businesses functioned and workforce worked. Most switched to online mode of functioning which was impressively facilitated and supported by novel digital technologies. However, when the pandemic relented in its ferocity, business leaders were faced with a new reality. The decision had to be made about the best way to move forward - online, offline or a mix of two. The pros and cons of each were analysed along with the findings of the related researches and surveys done. Eventually, it emerged from most surveys that a hybrid work culture and a hybrid workplace was preferred by a large percentage of workforce. However, there were many challenges associated with this paradigm. While most challenges seemed surmountable with little foresight and strategy, preserving the organisational culture appeared to be an uphill task. The hybrid workplace sought a hybrid work culture and this eventually mandated rethinking and reimagining of the organisational culture. How would business leaders go about it? What were the associated challenges? Above all, how would the uniformity of culture be established in a distributed workplace?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Settings
Time period
The events covered by this case took place in 2021.Geographical setting
Region:
World/global
Countries:
United States; China
Related
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Amity Research Centers
Length: 6 pages
Data source: Published sources