In this paper, the authors are addressing the issue of family-work balance, as well as the connection between this phenomenon and working from home. The basic, initial point is that the desired balance can be achieved if the employees are provided with more flexible work schemes, one of which is having the option to perform their work from home. According to the forecasts regarding the work place of the future, employees from almost all demographic, cultural and social groups decided that the trend of the life being reduced to work only, the motto "live to work", is obsolete. The expression "live to work" implies the full commitment of individuals to their work, which they deem the "centre" of their lives. Today, employees are not only employed in an organization, they have several roles which should be brought to a mutual balance. The expression "work-life balance" which is the outline of this paper, means establishing a balance between the professional and private (family) life. There are more and more employees who do not want to feel the work pressure after work hours, especially those belonging to younger generations. The goal of this paper is to present the main future challenges of the managers worldwide, that is, motivation of employees. It is deemed that a person will stop self-sacrificing or investing their efforts just for money, but will be prepared to do so for other immaterial aspects (Gijic, Jovic, Reko, 2013). The basic methods used in this paper were analysis, synthesis and comparative method. The analysis and synthesis method, as the basic methodological means, is applied throughout the whole paper, while the comparative method is applied in order to compare the results obtained by the researchers up to this day.

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The main goal of this paper is to point out that the dimensions of national cultures have a huge impact on different aspects of organisational behaviour. The main support in the work is Hofstede's five-dimensional cultural model. The authors pay special attention to the dimensions of power distance and uncertainty avoidance. When both of indexes are high at the level of national culture, organizational climate will have some special features such as high hierarchical pyramids, centralised decision making, and autocratic behaviour of managers, negative attitudes towards work, stress and lack of entrepreneurial behaviour. Also, special interest in this topic results from the fact that both of these dimensions in Serbia are very high.