MICHAEL DEMPSEY - Cranfield University

Cognitive rules and culture
the one that unions, this union, would have a problem with
identifying and addressing (Interviewee N)
The personnel function has been updating personnel practices to try to
put into place policies which would be familiar to other organisations,
on recruitment and selection (providing for external advertisement of all
posts), health and safety, grievance and a disciplinary procedure which
does not allow early involvement of the General Secretary. The
Personnel Officer shares the perception, though, that trade union
managers are not comfortable with taking difficult decisions and
believes that this is related to the trade union environment:-
I have been very clearly trying to put these responsibilities back
to the managers. But they are very reluctant to really get to grips
with the problem and staff know that and they sort of think well
this is a trade union and they are not going to dismiss me so it
does not matter whether I turn up or don't turn up. So there is a
sort of added element really
Managers often do not perceive, however, that their responsibilities are
the subject of meaningful enlargement in these areas.
I can do nothing here apart from bits and pieces of things. We
have even taken a backward step here in that they have gone
from an honesty flex system to the clock in and out. So I cannot
even give them a couple of hours on the flex. And to be honest,
given the length of time of the working day you'll find it difficult to
give them a couple of hours anyway because I could not cover
the office. But there is just nothing…..It is even down to, things
like domestic leave and such things which go to the personnel
section. But I do not feel empowered. It is a much maligned
word but I do not feel empowered. I have to sneak it.
(Interviewee B)
This is a view that is supported elsewhere:-
There must be more letting go and letting us manage. There
isn't at the moment. That is one of the difficulties. (Interviewee
O)
That is the only constraint I feel, that there is not enough
authority delegated. I accept that the have to be checks and
balances and no doubt there would be. I think that being out of
London is better because you do feel less constrained. I'm
usually able to take what risks I want to take. I make sure that
the person in London is going to back me if I have got a
problem. (Interviewee M)
It may be that the undervaluation of management, the cultural
difficulties in picking up the responsibilities fully or the experiences in
the field influence some managers rather than others:-
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