{"id":121989,"date":"2025-06-12T14:38:08","date_gmt":"2025-06-12T12:38:08","guid":{"rendered":"https:\/\/www.steelcase.com\/eu-fr\/?p=121989"},"modified":"2025-06-20T09:59:58","modified_gmt":"2025-06-20T07:59:58","slug":"dilemme-managers","status":"publish","type":"post","link":"https:\/\/www.steelcase.com\/eu-fr\/recherches\/articles\/sujets\/bien-etre\/dilemme-managers\/","title":{"rendered":"Le dilemme des managers"},"content":{"rendered":"<p>\u00c9volution de la fr\u00e9quentation des bureaux, exigences des investisseurs, acc\u00e9l\u00e9rations technologiques, sant\u00e9 mentale des \u00e9quipes&#8230; les espaces de travail sont le lieu de d\u00e9fis importants qui mettent les entreprises \u00e0 l\u2019\u00e9preuve. Les managers, eux, sont pris en tenaille entre les cadres qui comptent sur eux pour ex\u00e9cuter les plans malgr\u00e9 tout, et les attentes de plus en plus fortes des \u00e9quipes qu\u2019ils encadrent. D\u2019une mani\u00e8re g\u00e9n\u00e9rale, ils font plus avec moins. Dans un sondage Gallup de 2023, 64 % des managers indiquaient avoir accept\u00e9 de nouvelles responsabilit\u00e9s ; plus de la moiti\u00e9 disaient \u00eatre d\u00e9sormais \u00e0 la t\u00eate d\u2019\u00e9quipes restructur\u00e9es, moins exp\u00e9riment\u00e9es et moins bien dot\u00e9es en ressources.<\/p>\n<blockquote class=\"pull-quote pull-quote-center \"><p>\u00ab La plupart des managers aiment profond\u00e9ment les gens et adorent leur job. Mais leur travail s\u2019intensifie. \u00c0 bien des \u00e9gards, les exigences deviennent disproportionn\u00e9es. \u00bb <\/p><cite>BEN WIGERT, CHERCHEUR CHEZ GALLUP<\/cite><\/blockquote>\n<p>&nbsp;<\/p>\n<h2>Les managers en plus grande difficult\u00e9 que les cadres sup\u00e9rieurs<span style=\"color: #ffffff;\">.<\/span><\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-121992 size-large alignleft\" src=\"https:\/\/images.steelcase.com\/image\/upload\/c_limit,dpr_auto,q_70,h_1024,w_1024\/v1744232178\/25-0252424.jpg\" alt=\"Work Better article\" width=\"1024\" height=\"1024\" \/><\/p>\n<p>&nbsp;<\/p>\n<div class=\"u-shaded u-shaded--light\">\n<h4>ILS SONT :<\/h4>\n<p><strong>12 % <\/strong>moins engag\u00e9s.<\/p>\n<p><strong>\u00a0 7 % <\/strong>moins productifs.<\/p>\n<p><strong>\u00a0 9 % <\/strong>moins satisfaits de leur bien-\u00eatre.<\/p>\n<p><strong>\u00a0 8 % <\/strong>moins connect\u00e9s \u00e0 la culture d\u2019entreprise.<\/p>\n<p><strong>14 % <\/strong>plus \u00e0 risque de d\u00e9mission.<\/p>\n<\/div>\n<h2><\/h2>\n<p>&nbsp;<\/p>\n<h2>L\u2019intimit\u00e9, une priorit\u00e9 qui divise dirigeants et managers<span style=\"color: #ffffff;\">.<\/span><\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-121994 size-large alignright\" src=\"https:\/\/images.steelcase.com\/image\/upload\/c_limit,dpr_auto,q_70,h_1024,w_1024\/v1744232219\/25-0252423.jpg\" alt=\"Work Better Article\" width=\"1024\" height=\"1024\" \/><\/p>\n<p>Si managers et dirigeants s\u2019accordent sur la place primordiale de l\u2019intimit\u00e9, il y a divergence entre les besoins des premiers et les priorit\u00e9s des seconds.<\/p>\n<p><strong>66 % des managers<\/strong> consid\u00e8rent qu\u2019il s\u2019agit de leur besoin le plus important au bureau, alors qu\u2019elle n\u2019est que 4<sup>e<\/sup> sur la liste des am\u00e9liorations voulues par les dirigeants, apr\u00e8s la collaboration, le bien-\u00eatre et la concentration.<\/p>\n<p>&nbsp;<\/p>\n<h2>M\u00eame charge de travail. Moins d\u2019intimit\u00e9.<span style=\"color: #ffffff;\">.<\/span><\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-121993 size-large alignleft\" src=\"https:\/\/images.steelcase.com\/image\/upload\/c_limit,dpr_auto,q_70,h_1024,w_1024\/v1744232256\/25-0252425.jpg\" alt=\"\" width=\"1024\" height=\"1024\" \/><\/p>\n<p>Les managers ont autant de r\u00e9unions que les cadres, et davantage que les personnes qu\u2019ils encadrent. Ils manquent pourtant d\u2019espaces de concentration et de collaboration efficaces.<\/p>\n<div class=\"u-shaded u-shaded--light\">\n<p><strong>Les cadres sup\u00e9rieurs sont plus nombreux \u00e0 disposer d\u2019un bureau privatif ou ont davantage la possibilit\u00e9 de s\u2019isoler ; les managers travaillent souvent en open space avec leurs \u00e9quipes. <\/strong><\/p>\n<p><strong>46 %<\/strong> du temps consacr\u00e9 \u00e0 la collaboration pour les managers.<br \/>\n<strong>48 %<\/strong> du temps consacr\u00e9 \u00e0 la collaboration pour les dirigeants.<\/p>\n<p><strong>69 %<\/strong> des managers se plaignent d\u2019un manque d\u2019options d\u2019intimit\u00e9.<br \/>\n<strong>56 %<\/strong> des dirigeants se plaignent d\u2019un manque d\u2019options d\u2019intimit\u00e9.<\/p>\n<p><strong>33 %<\/strong> des managers se plaignent de leur espace de travail.<br \/>\n<strong>23 %<\/strong> des dirigeants se plaignent de leur espace de travail.<\/p>\n<p>R\u00e9sultat : les cadres dirigeants appr\u00e9cient davantage le bureau, car il r\u00e9pond mieux \u00e0 leurs besoins qu\u2019\u00e0 ceux des managers.<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<h2>Une voix \u00e0 \u00e9couter<\/h2>\n<p>Les managers comprennent les exigences de performance, mais ont l\u2019impression de ne pas pouvoir s\u2019exprimer sur la fa\u00e7on dont l\u2019am\u00e9nagement des bureaux pourrait r\u00e9pondre \u00e0 leurs besoins.<\/p>\n<p><strong>49 %<\/strong> d\u2019entre eux d\u00e9clarent qu\u2019ils ne sont ou ne seraient pas pris en compte dans l\u2019am\u00e9nagement de leur bureau.<\/p>\n<p>Or les entreprises peuvent utiliser l\u2019espace de travail pour booster les performances et le bien-\u00eatre des managers. Un quartier d\u2019\u00e9quipe proposant une palette d\u2019espaces divers favorise un sentiment d\u2019appartenance qui nourrit la confiance et augmente le bien-\u00eatre. En offrant \u00e0 tous divers degr\u00e9s d\u2019intimit\u00e9, pour se concentrer ou se retrouver tout au long de la journ\u00e9e, on supprime les barri\u00e8res entre managers et employ\u00e9s qui compliquent le travail et augmentent le stress.<\/p>\n<blockquote class=\"pull-quote pull-quote-center \"><p>\u00ab Nos travaux montrent que la s\u00e9paration physique des individus complique certaines t\u00e2ches. Il faut proposer un environnement de travail qui favorise les liens, la coop\u00e9ration, la cr\u00e9ativit\u00e9 et la culture d\u2019entreprise, pour lib\u00e9rer le potentiel des managers et de leurs \u00e9quipes. \u00bb <\/p><cite>Ben Wigert, Gallup <\/cite><\/blockquote>\n","protected":false},"excerpt":{"rendered":"<p>Les managers sont sous pression. Des bureaux offrant plus de choix et de contr\u00f4le peuvent aider \u00e0 r\u00e9duire le stress.<\/p>\n","protected":false},"author":37261,"featured_media":121991,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"topic":[821,4395],"class_list":["post-121989","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","topic-bien-etre","topic-collaboration"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Les d\u00e9fis modernes du management interm\u00e9diaire - Steelcase<\/title>\n<meta name=\"description\" content=\"Les responsabilit\u00e9s des cadres interm\u00e9diaires ont consid\u00e9rablement augment\u00e9 en raison des changements du monde du travail moderne - mais comment ces travailleurs peuvent-ils suivre le rythme ?\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.steelcase.com\/eu-fr\/recherches\/articles\/sujets\/bien-etre\/dilemme-managers\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Les d\u00e9fis modernes du management interm\u00e9diaire - 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