Foreword xi
Hervé LANOUZIÈRE
Introduction xvii
Christelle BRUYÈRE
Part 1 A Committed Vision of Caring Management 1
Introduction to Part 1 3
Chapter 1 Caring Management and the Health-care System: The Vision of Two Committed Doctor-managers 5
Carole MURE and Cécile ROMEYER
1.1 A health-care system that is insufficiently caring toward its staff and users 6
1.1.1 From the training of hospital staff to compartmentalization between different professions 6
1.1.2 The impact of the reforms on the governance and strategy of hospital establishments 8
1.1.3 A saturated and weakened health-care system 10
1.2 Some ways to make the health system more caring 11
1.2.1 Establishing medical or shared governance between physicians and administrators 12
1.2.2 Developing prevention 13
1.2.3 Acquiring new skills 15
1.2.4 Intermediate conclusion: a vision of caring management in the health system 16
1.3 The impacts of the health crisis on a caring manner in the health-care system and potential lessons learned 16
1.4 Conclusion 21
1.5 References 21
Chapter 2 Valuing Human Relationships in the Organization of Care: An International Approach 23
Julia GUDEFIN and André SIMONNET
2.1 The devaluation of the caregiver–patient relationship at the level of the health-care organization: a worldwide observation 25
2.2 An example of a caring organization: medical humanism in Uruguay 27
2.3 The human relationship in health: toward a new indicator of performance of a caring manner in organizations 31
2.3.1 At the level of medical training 31
2.3.2 At the level of medical practice 32
2.3.3 At the level of the organization of care 32
2.4 Conclusion 35
2.5 References 36
Chapter 3 The Search for a Caring Nature at Work throughout History 39
Frédéric PELLEGRIN ROMEGGIO
3.1 Management, a recent discipline and function 40
3.1.1 Management 40
3.1.2 Benevolence and other terms often associated 40
3.1.3 Work: suffering or a means of personal fulfillment? 41
3.1.4 The “scam” of the etymology of the word “work”? 42
3.1.5 Benevolence at work? From “classic” management to “caring” management 43
3.2 The search for benevolence at work throughout history: representations that evolve over time 43
3.2.1 The historical approach to benevolence 43
3.2.2 The new management theories: “classical management versus alternative management” 47
3.2.3 Alternative management: various experiences 48
3.2.4 A quick look at the “liberated enterprise” concept 50
3.3 Is history a perpetual restart? 53
3.4 Conclusion 54
3.5 References 54
Chapter 4 Caring Management: A Lever to Anticipate, Manage and Repair Crises in the Health-Care System? Lessons Learned from the COVID-19 Health Crisis 57
Manel ABDELJALIL-DINÉ, Christelle BRUYÈRE, Nelly MASSARD and Martine SÉVILLE
4.1 Caring management can be a lever for anticipating, managing and repairing crises, but it must assert itself as such 58
4.1.1 Caring management to better anticipate and prevent crises: toward a more strategic caring management? 59
4.1.2 Caring management to manage crises: the need for caring management to be extended to more stakeholders than just employees 62
4.1.3 Caring management in the face of the challenges of crisis recovery 64
4.2 Caring management in the face of the COVID-19 crisis: case studies of health-care institutions in the AURA region (Auvergne-Rhône-Alpes) 65
4.2.1 When caring management deployed in the organization before the crisis promotes resilience and organizational learning to cope: the case of PYA 66
4.2.2 When caring management based on the goodwill of work groups in normal times is imposed on everyone in times of crisis 70
4.3 Conclusion 73
4.4 References 74
Part 2 Management in the Health Sector: What Feedback Do We Get? 77
Introduction to Part 2 79
Chapter 5 Between Illusion and Disillusionment: A Critical View by a Work Sociologist 81
Marc BERNAUD and Marie-Cécile LEGAY
5.1 The contradictions of modern management 82
5.1.1 A desire to break with Taylorism 82
5.1.2 The illusion of a break with Taylorism 85
5.2 Consultants to the “rescue” of management 87
5.2.1 Consultants at the service of sponsors 87
5.2.2 The effects of permanent change 89
5.3 Conclusion 91
5.4 References 92
Chapter 6 Implementation of an Innovative Project in a Nursing Home as a Catalyst for Managerial Innovation 95
Nelly MASSARD and Florence VICHI
6.1 Context, questions and conceptual framework 96
6.1.1 Managerial innovation 96
6.1.2 From collaboration to collaborative work 97
6.1.3 The role of the liberating leader 98
6.2 Levers to put the actors in a collaborative working mode 98
6.2.1 An organization to be built 99
6.2.2 A convinced director who is consistent in her vision and her actions 100
6.2.3 Management based on trust and the principle of subsidiarity 100
6.2.4 Collaborative work situations 101
6.3 An innovative project as a catalyst for managerial innovation: the 4M project, “Mixons Moins, Mangez Mieux” 102
6.4 Discussion, putting into perspective 104
6.4.1 Management promotes the implementation of novelty in the organization 105
6.4.2 The innovative project as a catalyst for new management practices 106
6.5 The PYA nursing home and crisis management during COVID-19 108
6.5.1 A trained and “muscular”, therefore resilient, team 108
6.5.2 Being in project mode despite the crisis: getting up and being ready 109
6.5.3 A director supported by her team and a stronger sense of work 110
6.6 Conclusion 110
6.7 References 111
Chapter 7 The Determinants of Happiness in the Workplace for Health-care Workers 113
Vanessa FAZAL, Virginie MOISSON and Pascal MOULETTE
7.1 Presentation of the empirical study 115
7.2 Analysis of the results 117
7.3 Discussion of the results and impacts on the managerial function 121
7.4 References 124
Chapter 8 Management and Benevolence: How Can Managerial Action in the Development of Health Teams be Supported? 127
Annie DEBARD
8.1 Limits of a risk-based approach to work: links between managerial action and team health 128
8.2 Engineering spaces for discussion and decision-making on work: the example of an intervention in a nursing home undergoing restructuring 130
8.3 Evaluation of the process and discussion 134
8.4 Conclusion 138
8.5 References 139
Part 3 Let Us Take a Look Elsewhere: What Do Other Sectors of Activity Say? 141
Introduction to Part 3 143
Chapter 9 Caring Management: What are the Experiments in the Auvergne-Rhône-Alpes Region? 145
Manel ABDELJALIL-DINÉ, Sébastien DINÉ and François JUTRAS
9.1 The quality of the dialog 146
9.1.1 An attempt at dialog on the notion of performance to overcome sterile representations 146
9.1.2 Performance: a common concern? 148
9.2 The methodological deficit 150
9.2.1 Untapped opportunities to link S/QLW and performance 150
9.2.2 The need for dialog engineering 152
9.3 The decision to change 155
9.3.1 The case of exemplary change management, or almost 155
9.3.2 When resistance to change comes from management 158
9.4 Conclusion 159
9.5 References 161
Chapter 10 Caring Management: What is the Impact on Student Performance? 163
Sandrine BROUSSOULOUX and Christelle BRUYÈRE
10.1 The health-promoting school: what is it? 163
10.1.1 Health and education are linked 163
10.1.2 The health-promoting school 165
10.1.3 Presentation of the “wellness for better learning” system 166
10.2 Case study: implementation of ABMA in a school in Saint-Etienne 168
10.2.1 Presentation of the case study 168
10.2.2 Action levers activated by the college 169
10.2.3 Key success factors 172
10.3 Discussion 173
10.4 References 175
Chapter 11 Caring Management and Large-scale Distribution: A Happy Marriage? 177
Christelle BRUYÈRE, Sébastien DINÉ, Frédéric PELLEGRIN ROMEGGIO and Philippe RODET
11.1 Caring management in a French retail company 178
11.1.1 Presentation of the case study 178
11.1.2 The system implemented and its effects 178
11.1.3 The levers and obstacles perceived by field managers 180
11.2 Benevolence at work and the subtle play of hormones 181
11.2.1 A medical approach to benevolence 181
11.2.2 The nine keys to “caring management” proposed 184
11.3 Discussion and perspective 187
11.4 References 189
List of Authors 191
Index 193
