- May 8, 2018
- 10,592
Interesting, thanksMy experience of management in the NHS is somewhat similar. Generalising somewhat, I’ve found 2 types.
1: Managers sourced from the private sector, often with no experience in healthcare. They make the majority of decisions in line with budget restrictions with absolutely no idea on how that would affect patient care. Their decisions can be short sighted (eg this dressing is £1 cheaper, failing to understand that it could lead to longer healing times and increased nursing input in the longer term) a very short sighted approach.
2: managers who have been promoted from clinical positions. This type have often lack any sort of management skills and have often been promoted to the role without any management training and struggle with the day to day management due to this.
Personally I’ve found that management don’t last very long and are often moved between positions, incompetence is rife between both types and is often excused.
There is no long term approach to anything at present and the service is a reactive service with no long term strategy in place.
I’ve often discussed this with managers of both types and they know they won’t be in the role long enough for it to matter.
It’s often very frustrating when you identify long term problems and you’re ignored/palmed off by managers.
Obviously healthcare is difficult as any decision will impact patients at the point of service, which makes comparisons to other industries difficult.
With the health of the patient being the primary purpose of the service it would naturally make sense to invest in those with a clinical background who understand the nuances, some of which would be critical.
It would the investment in management / strategic education isn’t sufficient but then I guess this depends on whether the NHS is being run as a business or a health service, the cycle continues