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While the issue of occupational well-being and working conditions (OWB) has gained increasing visibility over the last fifteen years, work (what it is, what it does to those involved) is very often downplayed and remains the blind spot in these approaches. Drawing in particular on the work of the Clinic of Activity, we support the idea that managing OWB presupposes giving a central place to the analysis of real work and its contradictions. Consequently, managing OWB inevitably and inseparably means managing work. The aim of this article is to develop the foundations of a new form of management - the management of work - in order to develop the theoretical and technical dimensions of OWB. To this end, we draw on management science research conducted over the last 20 years to synthesise and consolidate findings. From a theoretical perspective, we show that managing OWB requires a pragmatic stance that prioritises dialogue and pays attention to regulatory mechanisms. We highlight three main issues that can contribute to the management of OWB through the prism of real work: strengthening the ownership of work instead of distant and disembodied management, strengthening the power to act in the face of obstacles, making work visible in all its dimensions (objective-impersonal, subjective-personal, collective transpersonal). The article then sets out the foundations for work management to promote OWB. In this perspective, it calls for subsidiarity to be made a principle of governance and for discussion forums to be set up on the subject of work. In conclusion, we stress that such an approach is necessarily based on an anthropological perspective, the foundations of which are discussed in the conclusion.