MICHAEL DEMPSEY - Cranfield University

‘Legitimate’ managerial actions - stakeholders
Where lay members get feedback that something has gone
wrong which involves the interface with members…..then they
do want to become involved. For example, there was lay
member interest in whether to set up a PCS Direct service and
also in the range of membership services which are presently
being tendered. Lay members skim across the range of
management issues and take an interest in things that impact on
members. Where things are going well, there is no significant
pressure. (Interviewee F)
It is clear from these observations that such frustrations or concerns
raise all sorts of issues about managing the boundaries between the
lay structure and trade union managers. These boundaries can take a
number of forms. The first is the practical issue of managing the
relationships:-
I think that in CPSA there was probably too much involvement in
the day-to-day running of the office by senior lay officials which I
never see as part of their function. The General Secretary
allowed that interference, which I think is wrong. Now in PCS
there isn't that direct involvement -- it is not obvious to me. Yes
they are involved in appointments and things like that which is
different and I have no problem with that but whether somebody
should be moved, for example, from one office to another or
change their duties, I do not think that that direct involvement is
appropriate in a bargaining area. You may want to consult when
you are changing officials but I am talking about something more
serious, about changing people's type of work or where they
move to and getting involved in that sort of thing……….I'm
happy to work along with elected members and I have been an
elected representative myself before I became a full-time official
but I think we have our own roles in the bargaining area or in the
union, wherever we are. My role is making recommendations to
committees, theirs is taking a decision and telling me what is
acceptable and what isn't. We have clear roles and the running
of the team is certainly my job and not that of elected people..
(Interviewee O)
The second involves issues about political and power relations
between managers and lay activists:
Coming to this organisation - well, going to PTC first of all - this
was very much lay run. The officers thought the same, that was
their paradigm, that they were primarily a political grouping, the
NUCPS officers, but that was breaking down because the lay
officers were against that and were wanting to exert themselves.
And then they merged with CPSA, which was a full time officer
run union or a full time plus the senior lay officials with the other
lay officials being voting fodder frankly. I suppose that was a
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