Service d'anesthésie, Hôpital Ambroise Paré, Assistance Publique - Hopitaux de Paris, Boulogne Billancourt, France.
Centre de Sociologie des organisations, CNRS, Paris, Île-de-France, France.
BMJ Open Qual. 2022 Jun;11(2). doi: 10.1136/bmjoq-2022-001817.
The COVID-19 pandemic has required urgent organisational and managerial adaptation, with hospital medical and administrative leaders under considerable pressure.
At a single French university hospital, we performed a sociological analysis of management adaptation by medical and administrative leaders during the first wave of the COVID-19 crisis. Two sociologists performed interviews with representative members of staff from all the structures involved in managing the crisis to analyse adaptation and the solutions found during this period.
The answers collected during interviews were classified into three main topics describing the organisational adaptations of the hospital staff during the COVID-19 crisis: (1) exceptional mobilisation and collaboration; (2) crisis management based primarily on the principle of subsidiarity; and (3) survival of the administrative structure with interventions to support caregivers.
This study, focusing on a single hospital, identified a number of factors associated with successful mobilisation in the very specific conditions of this viral pandemic.
COVID-19 大流行要求医院的医疗和行政领导进行紧急的组织和管理调整，他们承受着相当大的压力。
在法国的一家大学附属医院，我们对医疗和行政领导在 COVID-19 危机第一波期间的管理适应情况进行了社会学分析。两位社会学家对参与管理危机的所有相关结构的有代表性的工作人员进行了访谈，以分析在此期间的适应情况和找到的解决方案。
访谈中收集的回答被分为三个主要主题，描述了 COVID-19 危机期间医院工作人员的组织调整：（1）特殊动员和合作；（2）主要基于辅助原则的危机管理；以及（3）行政结构的生存，以及对护理人员的干预措施。
这项研究关注的是一家单一的医院，确定了一些与在这种病毒性大流行的非常特殊条件下成功动员相关的因素。
