Really Managing Health Care is written specifically for people suspicious of management jargon. It proposes that all health professionals have an interest in developing their skills in real management; and that in doing so they will enhance their clinical skills. It explores the parallels between good clinical and good managerial practice and suggests that clinical effectiveness suffers wherever the principles of real management are not adopted throughout the health care organization. Failure to observe these principles, the author argues, is as evident at the top of these organizations as anywhere else.