Scholarly record
THE IMPACT OF INFORMAL RELATIONS ON DECISION MAKING WHEN WORKING REMOTE
Abstract
Effective operation within the company and swift decision-making are not possible without an organizational structure in line with an appropriate strategy, or without an approved division of power and job descriptions, i.e. without a professional formal regulatory system. However, in addition to officially accepted standards, there is always a kind of a set of rules for normative behavior in the organization, which arises as an alternative to the formality - informal relationships. In circumstances when the employees have to suddenly perform their work remotely or in organizations that work entirely remotely, the study of informal relationships is particularly important from the perspective of solving practical management problems. The purpose of this study is to analyze different points of view and identify trends, namely how students, as potential employees, assess the impact of informal relationships on decision-making when working remotely, given that informal relationships are not secondary but have very significant influence on management decision-making in any organization, such as problem solving, creating a moral and psychological climate within the team and establishing personal contacts in the business environment. Task of the study was to assess whether there were differences in informal relationships between telecommuting and face-to-face. The research was undertaken in the form of an in-depth interview about the aspects of informal relationships in an organization that worked remotely (N = 74). The interview included questions about the causes of informal relationships, informal communication channels in while working remotely and their impact on decision-making. The research showed that one of the reasons for the emergence of informal relationships is the need to compensate for the limitations of formal organization. According to the study, the main role of informal relationships is compensation, so a specific configuration of informal relationships is formed in each individual organization.
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References4
Gibson J., John Ivancevich J., Robert Konopaske R. Organizations: Behavior, Structure, Processes. McGraw-Hill Education; 14 edition, p.640, 2011.
Gray, A. Workplace 2020: it's all about trust. NZ Business + Management. https://www.pressreader.com/new-zealand/nz-business/20200201/282144998299609 Accessed 20 May 2020.
Rath T, Harter J. Your Friends and Your Social Well-Being https://news.gallup.com/businessjournal/127043/friends-social-wellbeing.aspx/ Accessed 20 May 2020.
New working conditions and telework in general have promoted job satisfaction in Latvia (https://www.kantar.lv/tnsab60/cik-apmierinati-ar-pasreizejo-darbu-ir-stradajosie-latvija-vai-jaunie-apstakli-ir-ietekmejusi-apmierinatibu-ar-darbu/ Accessed 20 May 2020.
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Number of times cited according to Crossref: 1
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