The aim of this essay is to re-examine the government of the southwest of England in the 1530s in the light of Dr M. Robertson's essay in The Historical Journal (December 1989). Drawing on her research on Thomas Cromwell's political affinity, Dr Robertson argued that Cromwell ‘managed’ southwestern government very effectively through a system of patronage of leading local officeholders. In this essay, this thesis is challenged in two ways using research into southwestern government from a provincial perspective. Firstly, by identifying the officeholding elite of the province, examining its recruitment and tracing its activities, the practical limitations on Cromwell's power and freedom to manoeuvre in his dealings with local government are highlighted. The conclusion follows that it was, in practice, beyond Cromwell's competence to ‘manage’ southwestern government. Secondly, it is argued that ‘management’ from the centre was, in any case, potentially at least, inimical to good governance in this period because it denied local governors the scope for pragmatism and flexibility of action which were essential to effective local policing. Thus, the essay also takes issue with Professor Elton's thesis that Cromwell's revolutionary handling of local government was the key to the successful enforcement of the Reformation in the 1530s.