Caring Management in Health Organizations, Volume 3

Christelle Bruyère is a senior lecturer in management sciences at Jean Monnet de Saint-Etienne University, France. Her research focuses on strategic management and sustainable performance in health.

• Foreword xiHervé LANOUZIÈREIntroduction xviiChristelle BRUYÈREPart 1 A Committed Vision of Caring Management 1Introduction to Part 1 3Chapter 1 Caring Management and the Health-care System: The Vision of Two Committed Doctor-managers 5Carole MURE and Cécile ROMEYER1.1 A health-care system that is insufficiently caring toward its staff and users 61.1.1 From the training of hospital staff to compartmentalization between different professions 61.1.2 The impact of the reforms on the governance and strategy of hospital establishments 81.1.3 A saturated and weakened health-care system 101.2 Some ways to make the health system more caring 111.2.1 Establishing medical or shared governance between physicians and administrators 121.2.2 Developing prevention 131.2.3 Acquiring new skills 151.2.4 Intermediate conclusion: a vision of caring management in the health system 161.3 The impacts of the health crisis on a caring manner in the health-care system and potential lessons learned 161.4 Conclusion 211.5 References 21Chapter 2 Valuing Human Relationships in the Organization of Care: An International Approach 23Julia GUDEFIN and André SIMONNET2.1 The devaluation of the caregiver–patient relationship at the level of the health-care organization: a worldwide observation 252.2 An example of a caring organization: medical humanism in Uruguay 272.3 The human relationship in health: toward a new indicator of performance of a caring manner in organizations 312.3.1 At the level of medical training 312.3.2 At the level of medical practice 322.3.3 At the level of the organization of care 322.4 Conclusion 352.5 References 36Chapter 3 The Search for a Caring Nature at Work throughout History 39Frédéric PELLEGRIN ROMEGGIO3.1 Management, a recent discipline and function 403.1.1 Management 403.1.2 Benevolence and other terms often associated 403.1.3 Work: suffering or a means of personal fulfillment? 413.1.4 The “scam” of the etymology of the word “work”? 423.1.5 Benevolence at work? From “classic” management to “caring” management 433.2 The search for benevolence at work throughout history: representations that evolve over time 433.2.1 The historical approach to benevolence 433.2.2 The new management theories: “classical management versus alternative management” 473.2.3 Alternative management: various experiences 483.2.4 A quick look at the “liberated enterprise” concept 503.3 Is history a perpetual restart? 533.4 Conclusion 543.5 References 54Chapter 4 Caring Management: A Lever to Anticipate, Manage and Repair Crises in the Health-Care System? Lessons Learned from the COVID-19 Health Crisis 57Manel ABDELJALIL-DINÉ, Christelle BRUYÈRE, Nelly MASSARD and Martine SÉVILLE4.1 Caring management can be a lever for anticipating, managing and repairing crises, but it must assert itself as such 584.1.1 Caring management to better anticipate and prevent crises: toward a more strategic caring management? 594.1.2 Caring management to manage crises: the need for caring management to be extended to more stakeholders than just employees 624.1.3 Caring management in the face of the challenges of crisis recovery 644.2 Caring management in the face of the COVID-19 crisis: case studies of health-care institutions in the AURA region (Auvergne-Rhône-Alpes) 654.2.1 When caring management deployed in the organization before the crisis promotes resilience and organizational learning to cope: the case of PYA 664.2.2 When caring management based on the goodwill of work groups in normal times is imposed on everyone in times of crisis 704.3 Conclusion 734.4 References 74Part 2 Management in the Health Sector: What Feedback Do We Get? 77Introduction to Part 2 79Chapter 5 Between Illusion and Disillusionment: A Critical View by a Work Sociologist 81Marc BERNAUD and Marie-Cécile LEGAY5.1 The contradictions of modern management 825.1.1 A desire to break with Taylorism 825.1.2 The illusion of a break with Taylorism 855.2 Consultants to the “rescue” of management 875.2.1 Consultants at the service of sponsors 875.2.2 The effects of permanent change 895.3 Conclusion 915.4 References 92Chapter 6 Implementation of an Innovative Project in a Nursing Home as a Catalyst for Managerial Innovation 95Nelly MASSARD and Florence VICHI6.1 Context, questions and conceptual framework 966.1.1 Managerial innovation 966.1.2 From collaboration to collaborative work 976.1.3 The role of the liberating leader 986.2 Levers to put the actors in a collaborative working mode 986.2.1 An organization to be built 996.2.2 A convinced director who is consistent in her vision and her actions 1006.2.3 Management based on trust and the principle of subsidiarity 1006.2.4 Collaborative work situations 1016.3 An innovative project as a catalyst for managerial innovation: the 4M project, “Mixons Moins, Mangez Mieux” 1026.4 Discussion, putting into perspective 1046.4.1 Management promotes the implementation of novelty in the organization 1056.4.2 The innovative project as a catalyst for new management practices 1066.5 The PYA nursing home and crisis management during COVID-19 1086.5.1 A trained and “muscular”, therefore resilient, team 1086.5.2 Being in project mode despite the crisis: getting up and being ready 1096.5.3 A director supported by her team and a stronger sense of work 1106.6 Conclusion 1106.7 References 111Chapter 7 The Determinants of Happiness in the Workplace for Health-care Workers 113Vanessa FAZAL, Virginie MOISSON and Pascal MOULETTE7.1 Presentation of the empirical study 1157.2 Analysis of the results 1177.3 Discussion of the results and impacts on the managerial function 1217.4 References 124Chapter 8 Management and Benevolence: How Can Managerial Action in the Development of Health Teams be Supported? 127Annie DEBARD8.1 Limits of a risk-based approach to work: links between managerial action and team health 1288.2 Engineering spaces for discussion and decision-making on work: the example of an intervention in a nursing home undergoing restructuring 1308.3 Evaluation of the process and discussion 1348.4 Conclusion 1388.5 References 139Part 3 Let Us Take a Look Elsewhere: What Do Other Sectors of Activity Say? 141Introduction to Part 3 143Chapter 9 Caring Management: What are the Experiments in the Auvergne-Rhône-Alpes Region? 145Manel ABDELJALIL-DINÉ, Sébastien DINÉ and François JUTRAS9.1 The quality of the dialog 1469.1.1 An attempt at dialog on the notion of performance to overcome sterile representations 1469.1.2 Performance: a common concern? 1489.2 The methodological deficit 1509.2.1 Untapped opportunities to link S/QLW and performance 1509.2.2 The need for dialog engineering 1529.3 The decision to change 1559.3.1 The case of exemplary change management, or almost 1559.3.2 When resistance to change comes from management 1589.4 Conclusion 1599.5 References 161Chapter 10 Caring Management: What is the Impact on Student Performance? 163Sandrine BROUSSOULOUX and Christelle BRUYÈRE10.1 The health-promoting school: what is it? 16310.1.1 Health and education are linked 16310.1.2 The health-promoting school 16510.1.3 Presentation of the “wellness for better learning” system 16610.2 Case study: implementation of ABMA in a school in Saint-Etienne 16810.2.1 Presentation of the case study 16810.2.2 Action levers activated by the college 16910.2.3 Key success factors 17210.3 Discussion 17310.4 References 175Chapter 11 Caring Management and Large-scale Distribution: A Happy Marriage? 177Christelle BRUYÈRE, Sébastien DINÉ, Frédéric PELLEGRIN ROMEGGIO and Philippe RODET11.1 Caring management in a French retail company 17811.1.1 Presentation of the case study 17811.1.2 The system implemented and its effects 17811.1.3 The levers and obstacles perceived by field managers 18011.2 Benevolence at work and the subtle play of hormones 18111.2.1 A medical approach to benevolence 18111.2.2 The nine keys to “caring management” proposed 18411.3 Discussion and perspective 18711.4 References 189List of Authors 191Index 193