It can be argued that over several decades the function of management has morphed from the role of supporting the essential development of a business into a role of managers running the business for their own primary gain.
Recognised management academic gurus have identified the dangers of management for management sake, and the way it can block the functioning of the frontline workers. This has been my experience throughout many structured interviews with frontline clinicians in health and social care services in the UK. Managers need to reconnect with the primary business of its business. The excellent managers contribute significantly to developing staff to identify and make best use of their strengths. Good management is a talent in its own right, but the majority of what constitutes management can frustrate and block creativity, and largely ignore the vital strengths.
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“Most of what we call management consists in making it difficult for people to get their work done.” [Peter F Drucker].
“There is nothing so useless as that doing efficiently that which does not need doing at all.” [Peter F Drucker].