ABSTRACT
This chapter explores what management means for general practitioners, identifies the power structure within the practice and looks at the role of leadership in general practice. It turns to one of the most important functions of that leadership, and management, that is to ensure that a practice is not taken by surprise by the sort of changes. Not being taken by surprise is another way of describing planning, more particularly strategic planning. The purpose of strategic planning is to anticipate what may come round the corner. Strategic thinking is also about ensuring that there is a proper map for the journey that the practice is about to undertake. Planning is probably the most important activity that a practice can carry out. Strategy is the art of creating value. It provides the intellectual framework, conceptual models and governing ideas that allow an organization's managers to identify opportunities for bringing value to patients and for delivering that value at a cost-effective rate.
