care about

care about (someone or something)

1. To have a strong feeling of love or affection for someone or something; to cherish someone or something. Can be used in the negative to mean the opposite. There is nothing I care about more than my children. Yeah, I loved that doll when I was three, but I don't care about it anymore, so feel free to sell it at the garage sale.
2. To be interested in or concerned about someone or something. Often used in the negative to mean the opposite. Rachel clearly doesn't care about us because she just does whatever she wants, no matter how selfish it is. He keeps getting parking tickets because he doesn't care about signs or restrictions posted on the street.
See also: care

care about someone or something

1. to hold someone or something dear; to prize someone or something. I really care about you. I care very much about my family.
2. to have even minimal regard for someone or something. (Does not imply any of the tender feelings expressed in {1}.) Don't you care about animals? I care about what happens in Washington.
See also: care
References in classic literature ?
To save you the trouble of wading through a lot of scientific detail, which I know you don't care about, I'll tell you that the story is about a queer idol of solid gold, weighing many pounds, and, in consequence, of great value.
However, if we truly care about that issue, we could mount a parallel effort to require payment of a living wage so that no one but laggards need live in poverty.
Providers had concerns under traditional managed care about plans disrupting the patient-physician relationships that they believe are critical to high levels of care.
But purchasers of health care usually don't know, and often don't care about its quality, and so private health-care providers can't increase their incomes by offering it.
Ultimately, health plans and integrated systems would be caring for a defined population with an incentive to care about the health and wellness of that population.
Kassirer succinctly summarizes this admonition: "These companies can survive, if (they) show that they care about more than profits, that they do not skimp on care, that they support their just share of teaching, research, and the care of the poor, that they no longer muzzle physicians, and that they offer something special (including controlling costs) by managing care.