Helen Salisbury: In praise of managers

Whenever the NHS is in trouble (all the time, over the past 10 years) you can guarantee that someone will say the real problem is too many managers. If we just stopped wasting money on this unproductive section of the workforce, they suggest, we could free up resources to train and employ more doctors and nurses.1This kind of sloppy thinking makes me sigh deeply, but I also become quite cross on behalf of my managerial colleagues. We survive in general practice—if we survive at all—because of our talented and dedicated practice managers. When I first joined the profession many managers had grown into the role after starting work in reception. Since those days the job has become more complicated, and many now have financial and managerial qualifications. A huge amount of skilled work goes into keeping a practice running, and I’m very grateful that others are taking responsibility for recruiting…
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