Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Introduction -- Part 1. A Committed Vision of Caring Management -- Introduction to Part 1 -- Chapter 1. Caring Management and the Health-care System: The Vision of Two Committed Doctor-managers -- 1.1. A health-care system that is insufficiently caring toward its staff and users -- 1.1.1. From the training of hospital staff to compartmentalization between different professions -- 1.1.2. The impact of the reforms on the governance and strategy of hospital establishments -- 1.1.3. A saturated and weakened health-care system -- 1.2. Some ways to make the health system more caring -- 1.2.1. Establishing medical or shared governance between physicians and administrators -- 1.2.2. Developing prevention -- 1.2.3. Acquiring new skills -- 1.2.4. Intermediate conclusion: a vision of caring management in the health system -- 1.3. The impacts of the health crisis on a caring manner in the health-care system and potential lessons learned -- 1.4. Conclusion -- 1.5. References -- Chapter 2. Valuing Human Relationships in the Organization of Care: An International Approach -- 2.1. The devaluation of the caregiver-patient relationship at the level of the health-care organization: a worldwide observation -- 2.2. An example of a caring organization: medical humanism in Uruguay -- 2.3. The human relationship in health: toward a new indicator of performance of a caring manner in organizations -- 2.3.1. At the level of medical training -- 2.3.2. At the level of medical practice -- 2.3.3. At the level of the organization of care -- 2.4. Conclusion -- 2.5. References -- Chapter 3. The Search for a Caring Nature at Work throughout History -- 3.1. Management, a recent discipline and function -- 3.1.1. Management -- 3.1.2. Benevolence and other terms often associated.

3.1.3. Work: suffering or a means of personal fulfillment? -- 3.1.4. The "scam" of the etymology of the word "work"? -- 3.1.5. Benevolence at work? From "classic" management to "caring" management -- 3.2. The search for benevolence at work throughout history: representations that evolve over time -- 3.2.1. The historical approach to benevolence -- 3.2.2. The new management theories: "classical management versus alternative management" -- 3.2.3. Alternative management: various experiences -- 3.2.4. A quick look at the "liberated enterprise" concept -- 3.3. Is history a perpetual restart? -- 3.4. Conclusion -- 3.5. References -- 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 -- 4.1. Caring management can be a lever for anticipating, managing and repairing crises, but it must assert itself as such -- 4.1.1. Caring management to better anticipate and prevent crises: toward a more strategic caring management? -- 4.1.2. Caring management to manage crises: the need for caring management to be extended to more stakeholders than just employees -- 4.1.3. Caring management in the face of the challenges of crisis recovery -- 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) -- 4.2.1. When caring management deployed in the organization before the crisis promotes resilience and organizational learning to cope: the case of PYA -- 4.2.2. When caring management based on the goodwill of work groups in normal times is imposed on everyone in times of crisis -- 4.3. Conclusion -- 4.4. References -- Part 2. Management in the Health Sector: What Feedback Do We Get? -- Introduction to Part 2 -- Chapter 5. Between Illusion and Disillusionment: A Critical View by a Work Sociologist.

5.1. The contradictions of modern management -- 5.1.1. A desire to break with Taylorism -- 5.1.2. The illusion of a break with Taylorism -- 5.2. Consultants to the "rescue" of management -- 5.2.1. Consultants at the service of sponsors -- 5.2.2. The effects of permanent change -- 5.3. Conclusion -- 5.4. References -- Chapter 6. Implementation of an Innovative Project in a Nursing Home as a Catalyst for Managerial Innovation -- 6.1. Context, questions and conceptual framework -- 6.1.1. Managerial innovation -- 6.1.2. From collaboration to collaborative work -- 6.1.3. The role of the liberating leader -- 6.2. Levers to put the actors in a collaborative working mode -- 6.2.1. An organization to be built -- 6.2.2. A convinced director who is consistent in her vision and her actions -- 6.2.3. Management based on trust and the principle of subsidiarity -- 6.2.4. Collaborative work situations -- 6.3. An innovative project as a catalyst for managerial innovation: the 4M project, "Mixons Moins, Mangez Mieux" -- 6.4. Discussion, putting into perspective -- 6.4.1. Management promotes the implementation of novelty in the organization -- 6.4.2. The innovative project as a catalyst for new management practices -- 6.5. The PYA nursing home and crisis management during COVID-19 -- 6.5.1. A trained and "muscular", therefore resilient, team -- 6.5.2. Being in project mode despite the crisis: getting up and being ready -- 6.5.3. A director supported by her team and a stronger sense of work -- 6.6. Conclusion -- 6.7. References -- Chapter 7. The Determinants of Happiness in the Workplace for Health-care Workers -- 7.1. Presentation of the empirical study -- 7.2. Analysis of the results -- 7.3. Discussion of the results and impacts on the managerial function -- 7.4. References.

Chapter 8. Management and Benevolence: How Can Managerial Action in the Development of Health Teams be Supported? -- 8.1. Limits of a risk-based approach to work: links between managerial action and team health -- 8.2. Engineering spaces for discussion and decision-making on work: the example of an intervention in a nursing home undergoing restructuring -- 8.3. Evaluation of the process and discussion -- 8.4. Conclusion -- 8.5. References -- Part 3. Let Us Take a Look Elsewhere: What Do Other Sectors of Activity Say? -- Introduction to Part 3 -- Chapter 9. Caring Management: What are the Experiments in the Auvergne-Rhône-Alpes Region? -- 9.1. The quality of the dialog -- 9.1.1. An attempt at dialog on the notion of performance to overcome sterile representations -- 9.1.2. Performance: a common concern? -- 9.2. The methodological deficit -- 9.2.1. Untapped opportunities to link S/QLW and performance -- 9.2.2. The need for dialog engineering -- 9.3. The decision to change -- 9.3.1. The case of exemplary change management, or almost -- 9.3.2. When resistance to change comes from... management -- 9.4. Conclusion -- 9.5. References -- Chapter 10. Caring Management: What is the Impact on Student Performance? -- 10.1. The health-promoting school: what is it? -- 10.1.1. Health and education are linked -- 10.1.2. The health-promoting school -- 10.1.3. Presentation of the "wellness for better learning" system -- 10.2. Case study: implementation of ABMA in a school in Saint-Etienne -- 10.2.1. Presentation of the case study -- 10.2.2. Action levers activated by the college -- 10.2.3. Key success factors -- 10.3. Discussion -- 10.4. References -- Chapter 11. Caring Management and Large-scale Distribution: A Happy Marriage? -- 11.1. Caring management in a French retail company -- 11.1.1. Presentation of the case study.

11.1.2. The system implemented and its effects -- 11.1.3. The levers and obstacles perceived by field managers -- 11.2. Benevolence at work and the subtle play of hormones -- 11.2.1. A medical approach to benevolence -- 11.2.2. The nine keys to "caring management" proposed -- 11.3. Discussion and perspective -- 11.4. References -- List of Authors -- Index -- EULA.