| Titre : |
The support provided by consulting firms to help managers adapt their communication in hybrid work environments |
| Type de document : |
Mémoire |
| Auteurs : |
Victoire CLEMENT, Auteur |
| Année de publication : |
2025 |
| Importance : |
47 p. |
| Note générale : |
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| Langues : |
Anglais (eng) |
| Mots-clés : |
Management
COMMUNICATION ; INDUSTRIE DE TRANSFORMATION SECTEUR
|
| Résumé : |
Since the pandemic, hybrid working has become the norm in many companies. It combines remote working and on-site presence. This is changing the way teams work and communicate. The usual benchmarks have been turned upside down. Communication has become more difficult. Managers need to change their practices. Before, exchanges were simple and often informal. People would talk to each other in the office, without necessarily planning it. Today, conversations must be scheduled, digital tools must be used, and distance must be managed. This changes the role of the manager. They must still inform, motivate,and coordinate, but with different means. This requires more clarity, more rigor, and new skills. To cope with this, some companies are turning to consulting firms. These firms support managers in adapting their communication methods. They offer training, tools, and methods. This dissertation asks a simple question: how can these firms support managers in this change? To answer this uestion, a qualitative study was conducted. Twelve interviews were conducted with managers, human resources (HR) professionals, and consultants. Each participant contributed their point of view. Managers shared their difficulties. HR provided a broader perspective. Consultants explained the solutions they are implementing. The results show that communication has changed significantly with hybrid work. There are fewer spontaneous discussions. Meetings must be prepared. Messages must be clearer. The tone is often more direct. But misunderstandings are more frequent. Human connections are more fragile. To adapt, managers are trying different things. They organize regular video meetings. They adjust communication channels depending on the message. They maintain informal moments, such as virtual coffee breaks. They take the time to recognize efforts. These practices help maintain cohesion and limit isolation. But all of this requires new skills. Managers must be proficient in digital tools. You also have to listen, be clear, and show empathy. Managers must create bonds from a distance. They must trust, delegate, and avoid excessive control. This change in attitude is not easy. Many managers are not trained. Some improvise. Others feel overwhelmed. This can create stress or tension. |
| Programme : |
MSc Strategy, Organization & Consulting |
| Permalink : |
https://cataloguelibrary.neoma-bs.fr/index.php?lvl=notice_display&id=619341 |
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