The Impact Of Smart Working Process For Deloitte Assignment Sample

Introduction Of Analysis Of The Impact Of Smart Working In The Uk On The Strategic Management Process For Deloitte

The objective of this study is to examine the effects of smart working on the process of strategic management. The practice of smart working, which is also referred to as freelancing or outworking, has gained significant traction due to advancements in technology and changes in work conventions. The novel approach to work may have an impact on the strategic management procedures of organisations, although the extent of its influence remains largely unexplored as per Bolisani et al. (2020). The ongoing Coronavirus (COVID-19) pandemic outbreak has necessitated the implementation of remote work solutions by numerous companies. The purpose of this study is to provide Deloitte with pertinent insights regarding the advantages and drawbacks of smart working, as well as its impact on tactical management approaches, to facilitate informed decision-making processes with respect to future work effort planning.

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The research proposal states that the continuing COVID-19 epidemic has contributed to a sharp rise in remote work, also known as smart working, which is a practice that permits employees to do business away from a traditional office setting (Riva, 2021). Businesses now need to reconsider their methods for strategic planning as a result of the change in working practices. The research proposal will demonstrate that the impact of smart working on businesses' strategic management processes has not been thoroughly studied. Therefore, the goal of this research project is to examine how smart working affects organisations' strategic management procedures and offer recommendations to Deloitte.

Deloitte is an MNC specialised services organisation in London, England, which offers audit, economic consultative, consulting, risk management, income tax, and other services (Dixon et al., 2019). Although, it has worked in above 150 countries, utilises above 330,000 people globally, and reported profits of $50.2 million in 2020.

In total, from the beginning of 2022 to the first of 2023, 44 percent of employees indicated that they worked from home or useda hybrid workspace, whereas 56 percent said they had only traveledto their jobs in the past seven days. An increased percentage of 28 percent reported hybrid work, compared to 16 percent who said they only worked from home (Characteristics of homeworkers, Great Britain, 2023). Considering this statistics, it can be entailed that after COVID trend pertaining to remote working has increased significantly. With the motive to enhance employee satisfaction, productivity and profitability Deloitte lays more focus on undertaking remote working practices. Through this, firm is offering flexibility to the employees and thereby ensures mores job satisfaction as well as employee engagement. Considering the results of past studies, remote working is advised to Deloitte. Moreover, during investigation majority of the respondents approximately 80% supported remote working practices over others. On the basis of this, by employing concerned practice Deloitte would become able to get success.

Aim of the Study

The purpose of this study is to examine how smart working affects tactical management practices (King, et.al, 2019).

Objectives of the Study

• Recognise the key theories and ways regarding how smart functioning affects the process of strategic management.
• Compile primary data to take into account the perspectives and experiences of managers and employees (Sidhu, 2021).
• Propose recommendations for businesses on how to properly manage smart working planning.

As anticipated, this study's goal is to investigate the key theories and methodologies that help to comprehend how smart working affects strategic management procedures. This study will use a mixed-method approach to collect information from employees and managers who have firsthand experience with smart working. This approach will include analysing paperwork, interviews, and online surveys. A thematic analysis technique will be used to analyse the data collected to generate recommendations for businesses on how to effectively handle smart working.

This research fills a vacuum in the literature on the effects of smart working on strategic management procedures, making it both relevant and important (Bolisani, et.al, 2020). Deloitte and other businesses that are thinking about applying or have already adopted smart working procedures will find the study's conclusions to be helpful. The findings of this study may also be helpful to researchers, academicians, and politicians who want to have a deep understanding of how smart working may affect organisational development and public services.

Project Plan

A project plan including a graph, Gantt chart, and risk record will be created to explain the research objectives. The table will list the duties, products, and completion dates for each stage of this study project (Angelici, 2023). The project schedule will be represented visually in the Gantt chart, demonstrating how tasks and milestones are interdependent. Potential risks will be listed in the risk register along with the relevant mitigation measures.

Gantt Chart:

Gantt chart, which also demonstrates how tasks and milestones are interdependent. Potential risks will be listed along with the relevant mitigation measures in the risk register.

Risk Record:

Literature Review

For the literature study, smart working - also referred to as telecommuting, adjustable hours, or remote working - has become incredibly popular as a result of technological advancements and changes in workplace culture. The COVID-19 pandemic that compelled many businesses to install work-from-home systems to preserve business continuity is largely to blame for this new manner of working (Linnenluecke, 2020). The impact of this new working technique on businesses' strategic management processes, however, is not yet well understood.

According to the literature, several aspects of strategic planning such as organisationdesign, management of human resources, and managing innovation, may be impacted by smart working. For instance, a case study conducted by Carmichael and Mathews (2017) examined how smart working affected an English local authority. They discovered that the adoption of smart working practices had resulted in a shift towards flatter, more decentralised structures in organisational architecture. Smart working has also changed how human resource management is done, necessitating new performance indicators to gauge remote workers' efficiency.

The literature indicates that smart working may improve innovation management by encouraging staff collaboration and information exchange. Schermuly, Hertel, and Roßnagel (2018) examined the relationship between human resource management and the modern economy and concluded that smart working could boost creativity by facilitating access to a larger talent pool and encouraging a variety of thought. Additionally, because smart working could reduce the demand for workplaces and other infrastructure, money that would otherwise be spent on innovation projects could be saved by organisations. The literature does, however, also point out some potential drawbacks of smart working. The possibility ofisolation and a lack of social connection among distant employees is a serious concern. According to research, a degradation in mental well-being and mental health may result from remote employees' potential for emotional and social isolation. Managers may also find it difficult to track remote employees' productivity and verify that they are reaching organisationalobjectives while managing remote teams.

To overcome these difficulties, some academics have proposed that businesses should adopt a comprehensive strategy for smart working that takes into account both its advantages and disadvantages (Brodeur, et.al, 2021). According to the survey, businesses need to make the appropriate technology investments to enable smart working as well as create new procedures and policies for efficiently managing remote workers. Similarly, the report contends that organisations should develop a human-centric strategy for smart working which takes into consideration the requirements and needs of workers who work remotely.

Research Questions

• What are the primary theories and methods used to explain how smart working affects the process of strategic management?

As discussed, as more businesses have adopted remote work rules, smart working, has grown in popularity in recent years, especially throughout the COVID-19 pandemic (Newman, 2020). The influence of this new manner of working on businesses' strategic management processes, however, is not well understood. This study aims to identify the key theories and approaches that have been utilised to explain how smart working has affected the strategic management process.

Theories

Here are some theories used to explain the effects of smart working on the procedure of strategic management are discussed below:

Resource-Based View Theory - Creating and maintaining a competitive edge for a company depends heavily on its assets and abilities, according to the RBV conceptual framework. Companies may use smart working as a resource to enhance their strategic management procedure (Dionysus, 2020). Companies may access greater pools of talent and cut expenses, allowing workers to work from home, which may ultimately give them a competitive advantage.

The Resource-Based View (RBV) concept is originated by Deloitte with the objective of strengthening their strategic management process by using innovative thinking as an advantage. Deloitte can access more skilled workers and cut expenses through the implementation of innovative working practices like allowing personnel at work from home, eventually providing them a competitive edge (Bosnjak, Ajzen and Schmidt, 2020). According to the RBV theory, an enterprise's resources and skills are essential for preserving its competitive edge, and smart working is an important asset in this respect.

Social Exchange Theory - This theory places a strong emphasis on the value of interpersonal interactions and exchanges inside organisations. By limiting in-person interactions and increasing dependence on technology, smart working can alter the social dynamics of a workplace (Ahmad, et.al, 2022). This may have an effect on how workers interact and collaborate, which may ultimately have a negative impact on the procedure of strategic management. For example, if remote work has a detrimental influence on teamwork and interaction, the strategic management procedure may fail.

Understanding how social interactions inside the company might be impacted by effective leadership is the goal of the theory of social exchange for Deloitte. The company must be cognizant of potential changes in worker interactions and collaboration as a result of its change towards remote work and greater reliance on technology (Bolisani, et. al., 2020). The procedure of strategic management may be hindered by distant work that has an adverse effect on interaction and cooperation. Therefore, the objective of this idea is to emphasize the significance of continuing constructive social interactions inside Deloitte, even the advanced working environment.

Planned Behavior Theory - This theory places a strong emphasis on the role that personal attitudes, arbitrary norms, and perceived behavioral controls play. This theory contends that employee's perceptions of control on work environment, personal views about remote work, as well as perceived social conventions around remote work can have an impact on how they interact with strategic management procedures (Bosnjak, 2020). Employees may be more likely to participate in strategic management procedures when they feel that they have greater influence over their work environment, like in the case of remote work.

The Planned Behavior Theory for Deloitte aims to figure out how workers' attitudes about working from home, their sense of control over their job, and social conventions about it might affect the extent to which they are with strategic management techniques. Deloitte may better match their business planning procedures with the desires and motivations of its staff by comprehending employee opinions and convictions about remote work. Employees may be inclined to actively engage in strategic management processes if they consider that working remotely allows them more control over their working environment. As a consequence, this framework serves as a roadmap for company to help shape employee engagement with strategic decision-making in the framework of smart working.

Methods

Research projects have been used as a way to investigate the effects of smart working on strategic management. Case studies involve a thorough investigation of a certain business, sector, or phenomenon. They give scholars the chance to examine real cases to develop a thorough grasp of how smart working affects strategic management. Research findings may also shed light on the best ways to lead remote teams and incorporate work from remote locations within the procedure for strategic management.

Other techniques for investigating how smart working affects strategic management include surveys and interviews (Langley, et.al, 2021). Researchers can collect first-hand information regarding managers' and employees' experiences with distant work and how it affects their participation in strategic management procedures using surveys and interviews. This approach can give important insights into the perceived advantages and disadvantages of remote work as well as the tactics that businesses can employ to successfully incorporate distant work into the framework of strategic planning.

• How do managers and employees feel about smart working and what experiences have they had with it? How do they see smart working's influence on the strategic management procedure?

This study's primary goal is to understand first-hand about managers' and employees' perspectives on smart working and how it affects strategic management, and their experiences with it (Aziz-Ur-Rehman, 2019). The study will use questionnaires and interviews with managers and employees who know about smart working to reach this goal.

Several studies have been conducted to investigate how managers and employees feel about smart working, with the goal of shedding light on their perspectives and experiences. A study found that people who worked remotely during the COVID-19 outbreak had greater levels of autonomy and experienced fewer instances of conflict between their job and personal lives than those who worked on-site. In addition, workers who participated in flexible work schedules, have reported a greater balance between their home life and their professional life, in addition to experiencing a higher level of job satisfaction.

Managers are of the idea that smart working can increase organisational agility, boost worker's engagement and improve customer satisfaction. The managers also believe that smart working may potentially increase productivity and reduce costs.

The idea of "smart working," on the other hand, is not uniformly viewed in a positive light by all managers or employees. Some managers are concerned that they will lose some of their authority and that it will be more difficult to supervise employees who perform their jobs from a remote location. In a similar line, a study has found that some professionals who performed their jobs from home battled with social isolation and communication within the office.

There is a paucity of research that examines smart working explicitly in terms of how it influences the process of strategic management. Other studies have investigated the relationship between the profitability of an organisation and the availability of flexible working hours (Kaduk et al., 2019). For instance, one study has found out that smart working and other forms of flexible scheduling might increase employee happiness as well as the adaptability of the business, which would ultimately lead to improved results for the organisation. Another study has found out that organisations might potentially improve their performance by implementing flexible scheduling because it would reduce staff turnover and increase employee motivation.

• Given the results of this study, what recommendations can be offered to businesses to properly manage smart working planning?

Based on the examination of the effect of smart working on the method for strategic management as well as the experiences and views of workers and managers, this study will provide recommendations to businesses for effectively managing the planning of smart working (Hu, 2020). These recommendations can be derived from the findings of the study as well as the experiences and perspectives of employees and managers.

• Establish Smart Working Approach - Itis crucial to have a plan for smart working that clearly describes its goals and requirements. The plan should outline procedures for implementing smart working, reviewing employee performance, and ensuring their well-being. The plan should also consider the particular requirements of the business and its personnel, such as those related to technology for cooperation and communication.
• Provide Training and Encouragement - Businesses should provide employees with training and assistance as they transition to the new intelligent workplace. Best practicesfor remote collaboration, communication and time management should be the main topics of the training (Yu, 2019). Regularmeetingswith staff members, performance reviews and help with any potential technical problems should all be part of thesupport.
• Assure Effective Communication - Successful smart working depends on effective communication. Employers should make sure that workers have access to the technology and communication tools they require, including email, instant messaging and video conferencing. To prevent misunderstandings and encourage cooperation, interaction must be open, clear, and frequent.
• Develop an Ethic of Trust - Smart working is successful when there is a culture of trust. Organisationsshould have confidence in their workers to perform smoothly and effectively without continual oversight (Wang, et.al, 2020). Additionally, workers must have confidence in their ability to make decisions and accept responsibility for their work. Clear communications, frequent check-ins and clear-cut expectations can all contribute to the development of a trusting culture.
• Put employee well-being first - When implementing smart working, the welfare of the workforce should come first. Employers should offer their staff the tools they need to preserve both their mental and physical wellness, including comfortable workstations, scheduled breaks and accessibility to mental health resources. Additionally, businesses should be tolerant of staff members' personal and family requirements by offering flexible work hours.
• Performance Evaluation - To make smart working successful, performance evaluation is essential. Clear performance standards and objectives should be established for staff, and advancement should be routinely assessed. The results of this review, which should include manager and employee comments, should be used to enhance the smart working method and pinpoint areas that require development.

Implementation of smart working can help organisations in many ways, but it also needs careful planning and supervision (as cited by Green, 2020). Organisations may effectively handle smart working strategies and make sure that their staff is successful, involved, and well-supported by implementing these suggestions.

Research Methodology

A mixed-method strategy that incorporates analysis of records, interviews, and internet surveys is the methodology that is suggested for this study. The breadth and research topics will decide the sample size. A literature analysis will be conducted to gather existing data; managers and employees will be surveyed and interviewed to gather first-hand knowledge of their perspectives on smart working (Pandey, 2021). A thematic analysis is used to examine the material acquired from surveys and interviews. Obtaining informed consent, maintaining participant anonymity, and maintaining confidentiality are some of the research's ethical commitments. The study will be carried out in conformity with the ethical standards established by the relevant professional community. Overall, the methodology is robust and appropriate for achieving the research aims and objectives. The approach is generally sound and suitable for reaching the goals and objectives of the research.

To address research problems, the mixed-methods technique makes use of qualitative and quantitative information. Data for this project will be gathered by interviews, surveys, and document analysis (Mukherjee, 2019). Because it enables the combination of data, which strengthens the reliability and validity of the study's findings, this technique is suited for this study.

Research Design and Approach

Thematic analysis will be used to examine the obtained data to find themes and trends that will shed light on how smart working affects strategic management procedures.

A deductive research methodology will be used in this investigation (Ishtiaq, 2019). A deductive strategy entails creating theories or hypotheses, gathering information, and then analysing it to support or disprove the theory. The purpose of this study is to evaluate the hypotheses derived from the study of the literature and apply them in the data gathered, therefore this methodology is acceptable.

Research Philosophy

A positivist methodology will be used in this study. To examine hypotheses and ideas, positivism emphasisesthe utilisation of empirical evidence, quantifiable observations, and methodical analysis (Tamminen, 2020). The research philosophy will assist in the collection of empirical data that will shed light on the research problem.

Data Collection

The mixed-method approach explained below will be used in the proposed research to gather data.

• Study of the literature to compile information already available on the effects of smart working on the strategy-planning process.
• Online surveys and interviews to obtain workers' and managers' perspectives on and experiences with smart working.

The scope of the study and research topics will determine the primary data-gathering sample size (Chen, 2021). The research results will educate the participants; they can choose not to participate, and their information will be kept private and anonymous. To assure consistency and dependability, the data collection process will be structured as shown in the appendix.

Data Analysis

To ensure effectiveness in data analyses, survey in form of a questionnaire is conducted among 14 people in relation with Deloitte. The data generated are explained below in the table.

These results suggest that smart working has generally improved team communication, worker happiness, well-being, and work-life balance. It's crucial to remember that some people still face difficulties such as finding a balance between their personal and professional lives.

Possibilities and Drawbacks of the Primary Methods of Research can be as follows.

Document Analysis:

Examining documents associated with the research topic is part of the document analysis method's data collection process. The documents could consist of articles, reports, and other pertinent content. The advantage of this method is that it supplies a wealth of information that can be analysedquickly and effectively. The documents can also be usedto establish the historical context of the research topic. However, this approach has certain drawbacks, such as the potential inclusion of inaccurate or out-of-date data and the absence of participant engagement that could offer additional insights.

Surveys:

The survey approach uses questionnaires to collect information. The advantage of this method is that it allows the data to be gathered from a wider audience, increasing the external validity of the study's findings (Mishra, et.al, 2019). Surveys can also be completed faster and more effectively. However, this approach has its potential issues, such as the poor response rates and the inability to thoroughly examine participants' responses.

Interviews:

The interview method entails singularly speaking with individuals to collect data. The advantage of this approach is that it allows a thorough examination of participants' opinions and experiences, which can yield rich data. The researcher can also inquire further to elucidate on the basis of the participant's answers. The method's drawbacks, however, are the potential for partiality and the incapacity to gather data from a significant sample.

Reliability and Validity

For dependable and accurate outcomes, a study proposal's validity and trustworthiness must be guaranteed. Numerous steps will be taken in this research plan to ensure authenticity and reliability. For instance, the mixed-method approach will enable the collection of data from several sources, which can help in verifying the conclusions. It will use questionnaires, interviews, and document evaluation (Sürücü, 2020). In surveys and interviews, open-ended questions will encourage detailed responses and help to minimise bias. To make sure the sample size is accurately representing the audience of interest, it will be carefully assessed. Furthermore, the data's thematic analysis will enable the discovery of frequent themes and trends that can be utilised to back up the accuracy of the outcomes.

Type of Research

This report's research proposal is for qualitative investigation. It entails gathering information via open-ended interviews, focus groups, and observation to examine the experiences, points of view, and perspectives of managers and workers regarding the effect of smart working on the process of strategic management. In-depth investigation and comprehension of complex phenomena that can't be fully captured by quantitative data alone are made possible by qualitative research (Farewell, et.al, 2020). Additionally, the research offers mobility in data collection, permitting the emergence of new insights as the research develops. To assure the accuracy and reliability of the results, however, careful consideration must be given to respondent interpretation, researcher bias, and how the information was collected.

Ethical issues

For this research proposal, several ethical concerns must be taken into account.

• Informed consent is the first moral concern. Participants must be properly informed about the study's objectives, the nature of their participation, and the intended use of the data.
• Confidentiality is another ethical concern. Participants should be made aware that their involvement is voluntary and that they have the freedom to leave the study at any moment. The team conducting the research must make sure that all information gathered is kept private and that no one not directly connected to the study can access to participants' data (Teresiene, 2021). The assurance that data submitted by participants will be maintained secure and confidential must be provided.
• The potential negative impact to participants is an ethical concern that requires to be addressed. The research team must make sure that the participants in the study are not harmed psychologically or negatively impacted on a professional level as a result of the study. To prevent all this, the team must carefully evaluate what queries they ask as well as the way they approach them.
• The research group must take into account the social and cultural environment where the study is performed. To prevent any culture-related bias in the study, the team must be aware ofthe cultural and social aspects that may influence participant attitudes and behaviors.
• The research team must make sure that the study complies with all applicable laws and regulations, including those governing data protection and research involving human subjects. Before initiating the study, the team must secure all necessary clearances and licenses and must make sure that all information is gathered, maintained, and used in line with applicable laws and regulations.
• Lastly, it is necessary to address the problem of power differences. The research team must make sure that the subject'sparticipation in the study is entirely voluntary and that they are not being forced to do so (Chang, 2021). Any power imbalances among the researchers and the participants to the study should be immediately recognisedby the team, and appropriate actions should be taken to reduce these imbalances.

Conclusions

The researchers will seek informed consent from each participant, make sure that all information is kept private, and take precautions to minimise any possibility of harm to participants to deal with these ethical concerns. In addition, the research team will make sure everyone involved is informed of their legal rights, including the freedom to leave the study whenever they want. The researchers will make sure that any possible differences of interest are revealed to participants, that social and cultural considerations are made when designing the study, and that all legal and ethical requirements are met. After the research project is over, the team will make sure that participants receive any relevant information about deceit. Additionally, the research group will be wary of any power imbalances that may exist among the researchers and the participants and will take action to eliminate these imbalances. The study team will perform the study in a way that is as morally and responsibly sound as possible.

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