{"id":2423,"date":"2025-10-14T00:21:13","date_gmt":"2025-10-13T22:21:13","guid":{"rendered":"https:\/\/emis-paris.fr\/?p=2423"},"modified":"2025-10-14T00:32:35","modified_gmt":"2025-10-13T22:32:35","slug":"remote-work-and-management-preserving-human-connection","status":"publish","type":"post","link":"https:\/\/emis-paris.fr\/en\/teletravail-et-management-preserver-le-lien-humain\/","title":{"rendered":"Teleworking and management: preserving the human link"},"content":{"rendered":"<p>[et_pb_section fb_built=\u00a0\u00bb1&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb custom_margin=\u00a0\u00bb-21px|||||\u00a0\u00bb custom_padding=\u00a0\u00bb4px||3px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_row _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_font=\u00a0\u00bb||||||||\u00a0\u00bb header_font=\u00a0\u00bb|800|||||||\u00a0\u00bb header_text_color=\u00a0\u00bb#0C2635&Prime; header_font_size=\u00a0\u00bb40px\u00a0\u00bb custom_margin=\u00a0\u00bb||7px|||\u00a0\u00bb custom_padding=\u00a0\u00bb||1px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<h1>T\u00e9l\u00e9travail et management: pr\u00e9server le lien humain<\/h1>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_font=\u00a0\u00bb&#8211;et_global_body_font||||||||\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_margin=\u00a0\u00bb7px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p><em>Quand la recherche \u00e9claire la pratique manag\u00e9riale.<\/em><\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb custom_margin=\u00a0\u00bb-20px|auto||auto||\u00a0\u00bb custom_padding=\u00a0\u00bb2px||4px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_font=\u00a0\u00bb&#8211;et_global_body_font||||||||\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_margin=\u00a0\u00bb||-3px|||\u00a0\u00bb custom_padding=\u00a0\u00bb||0px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_margin=\u00a0\u00bb2px||21px||false|false\u00a0\u00bb custom_padding=\u00a0\u00bb8px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p style=\"font-weight: 400; text-align: justify;\"><strong>Selon le prix Nobel d\u2019\u00e9conomie (1974) <a href=\"https:\/\/www.britannica.com\/biography\/Herbert-A-Simon\" target=\"_blank\" rel=\"noopener\" title=\"qui est Herbert Simon?\">Herbert Simon<\/a>:<br \/><span class=\"white-space-pre\"> <\/span>\u00ab Une organisation est bien davantage qu\u2019un n\u0153ud de contrats. C\u2019est un lieu qui donne un sens \u00e0 la vie de ses membres, et non un espace o\u00f9 les peines qu\u2019on subit sont simplement r\u00e9compens\u00e9es par un salaire. \u00bb<\/strong><\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb4px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p data-start=\"510\" data-end=\"709\">Dans un monde du travail transform\u00e9 par le num\u00e9rique et l\u2019hybridation des modes de collaboration, une question essentielle demeure : comment pr\u00e9server le lien humain au c\u0153ur de l\u2019organisation ?<\/p>\n<p data-start=\"716\" data-end=\"1028\">Une r\u00e9cente \u00e9tude publi\u00e9e en 2024 dans <a href=\"https:\/\/www.imrpress.com\/journal\/MRev\/35\/4\/10.5771\/0935-9915-2024-4-469\" target=\"_blank\" rel=\"noopener\"><em data-start=\"755\" data-end=\"773\">Management Revue<\/em><\/a> par Liisa M\u00e4kel\u00e4, Jussi Tanskanen, Samu Kemppinen, Aija Siiri\u00e4inen et Laura Urrila apporte un \u00e9clairage pr\u00e9cieux : ce n\u2019est pas la quantit\u00e9 de communication qui r\u00e9duit la solitude au travail, mais la qualit\u00e9 des relations interpersonnelles.<\/p>\n<p data-start=\"1035\" data-end=\"1356\">Men\u00e9e aupr\u00e8s de 1 600 employ\u00e9s d\u2019une entreprise technologique, la recherche montre que les nouveaux collaborateurs en mode hybride se sentent souvent plus isol\u00e9s que leurs coll\u00e8gues exp\u00e9riment\u00e9s. Ce constat met en lumi\u00e8re le r\u00f4le crucial du management relationnel \u2014 celui qui \u00e9coute, accompagne et cr\u00e9e du sens.<\/p>\n<p data-start=\"1363\" data-end=\"1576\">Chez EMIS Business School, nous partageons cette conviction : le management de demain ne se mesure pas seulement en indicateurs de performance, mais en qualit\u00e9 de lien, d\u2019\u00e9coute et de r\u00e9flexion partag\u00e9e.<\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_margin=\u00a0\u00bb2px||21px||false|false\u00a0\u00bb custom_padding=\u00a0\u00bb8px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p style=\"font-weight: 400; text-align: justify;\"><strong>Le d\u00e9fi humain du travail hybride<\/strong><\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb4px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p data-start=\"484\" data-end=\"797\">Depuis la g\u00e9n\u00e9ralisation du t\u00e9l\u00e9travail, les entreprises red\u00e9finissent leur mani\u00e8re de collaborer.<br data-start=\"582\" data-end=\"585\" \/>Mais si la technologie rapproche, elle peut aussi isoler. Les visioconf\u00e9rences remplacent les \u00e9changes informels, les messageries instantan\u00e9es saturent les journ\u00e9es, et le sentiment d\u2019appartenance se fragilise. L&rsquo;\u00e9tude de M\u00e4kel\u00e4 et al., \u00a0montre que ce paradoxe est bien r\u00e9el : les nouveaux employ\u00e9s en mode hybride se sentent plus seuls que leurs coll\u00e8gues exp\u00e9riment\u00e9s, malgr\u00e9 un volume \u00e9lev\u00e9 de communication.<\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb4px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p data-start=\"1183\" data-end=\"1539\">Les chercheurs rappellent que la quantit\u00e9 d\u2019interactions ne suffit pas \u00e0 cr\u00e9er du lien.<br data-start=\"1270\" data-end=\"1273\" \/>Ce qui r\u00e9duit la solitude au travail, c\u2019est la qualit\u00e9 des relations humaines \u2014 la confiance, le soutien, et la reconnaissance.<br data-start=\"1404\" data-end=\"1407\" \/>Les \u00e9changes informels, souvent n\u00e9glig\u00e9s, sont en r\u00e9alit\u00e9 des espaces essentiels de socialisation, d\u2019apprentissage et de coh\u00e9sion. Ces moments \u201cnon productifs\u201d en apparence sont, en pratique, les piliers invisibles du bien-\u00eatre et de la performance collective.<\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_margin=\u00a0\u00bb2px||21px||false|false\u00a0\u00bb custom_padding=\u00a0\u00bb8px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p style=\"font-weight: 400; text-align: justify;\"><strong>Le r\u00f4le cl\u00e9 du management relationnel<\/strong><\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb4px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p style=\"text-align: justify;\">L\u2019\u00e9tude souligne que les managers jouent un r\u00f4le d\u00e9terminant dans cette dynamique.<br data-start=\"1812\" data-end=\"1815\" \/>Leur mission n\u2019est plus seulement de coordonner les t\u00e2ches, mais de tisser des liens :<\/p>\n<ul>\n<li style=\"text-align: justify;\">Les managers doivent int\u00e9grer des moments d\u2019\u00e9changes informels (pendant ou hors des r\u00e9unions) pour maintenir le lien social.<\/li>\n<li style=\"text-align: justify;\">Les programmes d\u2019 \u00ab onboarding \u00bb doivent inclure des mentors ou \u201cbuddies\u201d pour faciliter l\u2019int\u00e9gration en mode hybride.<\/li>\n<li style=\"text-align: justify;\">Il est recommand\u00e9 de planifier les t\u00e2ches des nouveaux employ\u00e9s de mani\u00e8re collaborative, afin d\u2019\u00e9viter l\u2019isolement li\u00e9 \u00e0 une autonomie excessive.<\/li>\n<li style=\"text-align: justify;\">Le r\u00f4le du superviseur est crucial : il doit assurer un suivi r\u00e9gulier, offrir du feedback et cr\u00e9er un espace de dialogue ouvert. \u2022 Enfin, favoriser une pr\u00e9sence synchronis\u00e9e au bureau renforce les interactions spontan\u00e9es et la coh\u00e9sion d\u2019\u00e9quipe.<\/li>\n<\/ul>\n<p>Ces pratiques favorisent non seulement l\u2019int\u00e9gration, mais aussi la <strong data-start=\"2284\" data-end=\"2311\">confiance et la loyaut\u00e9<\/strong> au sein des \u00e9quipes.<\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_margin=\u00a0\u00bb2px||21px||false|false\u00a0\u00bb custom_padding=\u00a0\u00bb8px|||||\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<\/p>\n<h4 data-start=\"2341\" data-end=\"2382\">Ce que cela nous enseigne \u00e0 EMIS<\/h4>\n<p data-start=\"2383\" data-end=\"2705\"><strong>Chez EMIS Business School, nous croyons que le management ne s\u2019apprend pas seulement dans les livres, mais dans l\u2019exp\u00e9rience, la r\u00e9flexion et la relation \u00e0 l\u2019autre.<\/strong><br data-start=\"2555\" data-end=\"2558\" \/><strong>L\u2019alternance offre justement cet espace unique : agir, observer, analyser et apprendre \u00e0 cr\u00e9er du sens dans chaque interaction professionnelle. <\/strong><strong>Parce que dans un monde digitalis\u00e9 et \u00e0 l&rsquo;\u00e8re du t\u00e9l\u00e9travail, les comp\u00e9tences les plus durables ne sont pas technologiques, mais humaines et r\u00e9flexives.<\/strong><\/p>\n<p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#0C2635&Prime; text_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb4px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n<p style=\"text-align: justify;\"><span data-v-d9cd127e=\"\" class=\"ipub-nowrap\">Pour lire l&rsquo;article:<\/span><\/p>\n<p style=\"text-align: justify;\"><span data-v-d9cd127e=\"\" class=\"ipub-nowrap\">Liisa M\u00e4kel\u00e4,\u00a0<\/span><span data-v-d9cd127e=\"\" class=\"ipub-nowrap\">Jussi Tanskanen,\u00a0<\/span><span data-v-d9cd127e=\"\" class=\"ipub-nowrap\">Samu Kemppinen,\u00a0<\/span><span data-v-d9cd127e=\"\" class=\"ipub-nowrap\">Aija Siiri\u00e4inen,\u00a0<\/span><span data-v-d9cd127e=\"\" class=\"ipub-nowrap\">Laura Urrila<\/span><span>. Determinants of Work Loneliness in Hybrid Work: A Comparison Study Between Newcomers and More Experienced Employees.\u00a0<\/span><i data-v-d9cd127e=\"\">Manag. Rev.<\/i><span>\u00a0<\/span><b data-v-d9cd127e=\"\">2024<\/b><span>, 35(4), 469\u2013502.\u00a0<\/span><a data-v-d9cd127e=\"\" href=\"https:\/\/doi.org\/10.5771\/0935-9915-2024-4-469\" class=\"link-color\">https:\/\/doi.org\/10.5771\/0935-9915-2024-4-469<\/a><\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"<p>T\u00e9l\u00e9travail et management: pr\u00e9server le lien humainQuand la recherche \u00e9claire la pratique manag\u00e9riale.Selon le prix Nobel d\u2019\u00e9conomie (1974) Herbert Simon: \u00ab Une organisation est bien davantage qu\u2019un n\u0153ud de contrats. C\u2019est un lieu qui donne un sens \u00e0 la vie de ses membres, et non un espace o\u00f9 les peines qu\u2019on subit sont simplement r\u00e9compens\u00e9es [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[32],"tags":[],"class_list":["post-2423","post","type-post","status-publish","format-standard","hentry","category-perspectives-et-recherche-en-management"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>T\u00e9l\u00e9travail et management: pr\u00e9server le lien humain - EMIS BUSINESS SCHOOL PARIS<\/title>\n<meta name=\"description\" content=\"D\u00e9couvrez l\u2019interview exclusive d\u2019Henry Mintzberg, expert en management strat\u00e9gique, r\u00e9alis\u00e9e par EMIS Business School \u00e0 Paris. 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