MICHAEL DEMPSEY - Cranfield University

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Managing action - leadership To try to get them to open up and talk and to be positive about the merger and working in the team. So it was giving them the time. Certainly I worked on the basis that they would suggest how they wanted to work and that in a way was how it happened. So, for example, when they came together after a year, when they came together to work they had been used to working in certain offices. And it was asking them "how do you want to work." (Interviewee O) In the end, the key was to make team meetings important because of getting information that they would not get otherwise. One other thing I did was to say that I will tell you what I know and I will be open and honest with you and if it is confidential, I will still tell you but you have to respect that confidentiality. And the first time you don't I will stop telling you. And we decided that we might as well have a gossip at the team meetings, which is often much more fun anyway. So you will hear the gossip and hear the information. And the attendance has got better. (Interviewee B) Team meetings were seen in this case as an important part of managerial communication, something which, it was suggested earlier, had not been effective throughout the union. The language of teams was used positively and easily by managers in PCS, both in formal and informal ways. At senior level, the lack of an adequate strategic team, no doubt for reasons rehearsed earlier, was something to be regretted, even if there was criticism of some team meetings for poor management and lack of relevance:- There is again the pretence of teams and structures. We get together with H. There are eight of us. And the meetings are appalling. There is no benefit. We get nothing out of it. I do not come away with a list of things to do. There has been no discussion about projects. It is the political nature of the managers and with how H operates. He actually operates on a one-to-one basis but does the team meeting thing. All the real work is in a one-to-one with H where he sets out his ideas and your views and we discuss them and that works find. But then there are these team meetings that go on all day - the Head Office management team. (Interviewee F) Managing action 6.16. In PCS, as in many parts of many organisations and particularly in trade unions, there are debates about the difference between leadership and management (in Mintzberg’s (1994) terms between ‘controlling’ and ‘doing’. At the highest level, this can be seen as ensuring that the union reflects some of his objectives:- 182
Managing action - leadership That’s called the leadership part of the Chief Executive. My job isn’t just to run the union. My job is to take it somewhere. (Interviewee K) Trade union leadership in these terms is a concept which is almost certainly understood, within and without trade unions:- Taking the union somewhere…….managing an idea, a crusade. (Interviewee K) However, in PCS there have been courses for managers discussing this very subject:- They discussed it on the leadership courses, the difference between leadership and management and management tended to be the harder side, the figures and the budget, forward planning and so on and leadership tended to be the softer side, involving staff, communicating with them, training and I suppose what we are looking for was a balance between the two. (Interviewee J) But there are different emphases given to each of these concepts by different managers. One distinguishes between two faces of leadership:- One is a leadership role in respect of the team here -- the full time officers, the support staff and the lay people. It involves developing and supporting people, delivering the product and then I have a very significant bargaining role of my own. I suppose there is a fourth bit which is a leadership relationship with our elected executive. I think that is leadership rather than management, I suppose. There is a rather fine line between leadership and management. It is struggling to find a balance between those different aspects (interviewee G) Another attempts a definition which is slightly different from that evidently arrived at in the leadership and management courses, implying that the distinction is to some extent qualitative:- I think that good management is leadership with a very light touch on supervision, if you like. Bad management is very heavy on supervision and no leadership whatsoever (Interviewee C) And one manager sees management and leadership, it seems, in exactly opposite terms to the way in which it was perceived by those attending the Industrial Society courses:- I am sure the initiative one could take is for the management side of the leadership role to click in and say "how do we develop that person? Why have we got them just working in that role? If they have got that skill, why are they not recruiting? Why 183
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CRANFIELD UNIVERSITY MICHAEL DEMPSE
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ACKNOWLEDGMENTS It is, as they say
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CHAPTERS 5, 6, 7 AND 8 - CASE STUDI
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1.1. INTRODUCTION CHAPTER ONE: INTR
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hindsight, this seems as though it
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Union organisation is often very co
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elected members of both unions went
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considerable cultural differences b
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maintenance and improvement of the
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with managerial tasks of achieving
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trade unions; it is easy to see the
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Undy et al (1996) extend this model
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can affect or who is affected by th
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activist, regulatory and client/cus
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managers approached their relations
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Stakeholder power The discussion ab
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The most radical of UNISON’s poli
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Kelly and Heery’s (1994) findings
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inappropriate to the needs of volun
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trade unions. In the past, these mi
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about to lock out a significant num
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management, the researcher is under
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One specific issue is relevant to t
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strategy and proposes the use of st
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not unusual, though this does not r
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4. Trade union principles 1 influen
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themselves as trade union managers
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for example, which caused so much s
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positing some underlying mechanism
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Unclear boundaries between managers
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3.3. CASE STUDIES Yin (1994:13) def
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• External validity: establishing
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to achieve some element of gender b
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Merger management, including physic
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undertook. Nodes which contained no
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and stored on CD Rom. Thus, a compl
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a. Developed for this paper Brief d
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their unions as involving leadershi
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Clapham but actually much nearer Cl
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Trade union managers Dunlop’s (19
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Resource distribution systems Some
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Resource distribution systems that'
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Cognitive rules and culture Some of
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Cognitive rules and culture system.
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Cognitive rules and culture operati
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Cognitive rules and culture dealing
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Moral rules and trade union princip
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Deploying resources structures do n
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Deploying resources The deployment
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Merger management The merger was al
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Merger management This will obvious
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Merger management from the Clapham
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Managing by information finalised y
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Managing through people We will com
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Performance management Constantly
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Teams Staff development ideally ari
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Managing action - leadership everyt
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‘Legitimate’ managerial actions
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Modes of management - styles proper
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Modes of management - styles of the
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Conclusions managers. There is insu
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Conclusions Management of the conse
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Conclusions 130
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Deploying resources And there was a
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Deploying resources expressed by so
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Merger management Other structures
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Merger management telling me that t
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Merger management I am a big believ
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Merger management happen and we dis
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Managing by information I will prob
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Managing through people that standa
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Performance management We impose a
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Teams suggests that staff developme
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Teams We've got 12 groups and group
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Managing action - leadership I very
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Managing action - leadership Sadly,
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Modes of management - styles Modes
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Modes of management - styles It wou
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Conclusions plan space. This is not
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Conclusions principle of company co
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Conclusions support a suggestion th
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CHAPTER EIGHT MANAGERS IN UNISON Ab
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Trade union managers Bob Abberley,
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Trade union managers One of the rea
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Resource distribution systems Syste
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Resource distribution systems It is
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Resource distribution systems It he
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Cognitive rules and culture NALGO o
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Cognitive rules and culture COHSE o
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Cognitive rules and culture I think
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Cognitive rules and culture Despite
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Cognitive rules and culture The sam
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Cognitive rules and culture nationa
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Deploying resources mapped against
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Deploying resources the different p
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Deploying resources staff clearly,
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Deploying resources Another manager
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Merger management ‘Meaningful Man
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Merger management lot of people wer
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Managing by information I think one
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Managing through people moved last
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Performance management criticisms t
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Performance management doing so bad
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Teams There are more tools now, the
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Managing action - leadership A numb
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Modes of management - styles I alwa
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Modes of management - styles When p
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Conclusions 8.17. CONCLUSIONS Trade
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Conclusions Managerial Activities D
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Conclusions mentioned. But there is
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Trade union managers CHAPTER NINE:
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Furthermore, the exhibit enables ju
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Another symptom is whether manageme
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organisational members waited to se
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colleagues in senior positions acce
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there are factors contingent on mer
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their managerial roles were in some
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the impact which integration would
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development. The fourth was team wo
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The negative words and phrases are,
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translate those principles into man
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In CWU, however, there was more amb
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9.4. STAKEHOLDER MANAGEMENT As with
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were also working in a conflictual
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Boundaries A word mentioned frequen
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• Policy and political boundaries
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One would assume that unions where
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Financial systems and planning At t
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Proposition 1 Trade union managers
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CHAPTER TEN: CONCLUSIONS 10.1. INTR
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development. In the event, links we
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objectives. But managers do not in
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whether there is a match between ma
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Exhibit 9.8 summarises staff develo
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technological systems and the appoi
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Chapter 9, and Exhibit 9.10, discus
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that whichever party is gaining aut
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interests of the members of the org
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10.3. THEORY REPLICATED OR CONFIRME
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organisations. So using Cornforth
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divisions causing relative weakness
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conversation, seems prepared to cou
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I discovered NVivo and I needed con
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Brummer J.J. (1991) Corporate respo
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Hartley R. C. (1982) The Framework
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Rhenman E. (1964) Foretagsdemokrati
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418
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424
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PROP 4. How they undertake their ma
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PROP 2. Importance of physical spac
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430
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APPENDIX 4: EXTRACT FROM STAGE 2 NO
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434 regarded themselves as people o
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• Relating their actions in some
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MICHAEL DEMPSEY - Cranfield University

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