Caring management in health organizations, volume 3 : a lever for crisis management.

Bibliographic Details
Other Authors:	Bruÿre, Christelle
Format:	eBook
Language:	English
Published:	London, UK : Hoboken, NJ : ISTE Ltd ; John Wiley & Sons, Incorporated, 2022.
Subjects:	Hospitals > Case management services.
Online Access:	Connect to the full text of this electronic book

Table of Contents:

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-Rh̥ne-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-Rh̥ne-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.