MICHAEL DEMPSEY - Cranfield University

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Trade union managers Gwyn Bates, National Secretary (ex NWSA) Sandy Boyle, Deputy General Secretary (Glasgow – ex BIFU) Dai Davies, Communications Manager (ex NWSA) Bob Drake, Chief Executive, Uniservice (ex UNiFI) Robin Haggett, Assistant General Secretary (ex NWSA) Bill Howlett, IT Manager (ex NWSA) Geoff Luton, National Officer, Education (ex BIFU) Rob McGregor, National Secretary (based in Teesside) (ex BIFU) lain Maclean, Assistant General Secretary (ex UNiFI) Pam Monk, Research Officer (ex BIFU) Rory Murphy, Joint General Secretary (ex NWSA) Alan Piper, Deputy General Secretary (ex BIFU) Ed Sweeney, General Secretary (ex BIFU) Peter Thorn, Administration Manager (ex BIFU) Trade Union Managers 7.6. All interviewees in UNiFI accepted that they had a management role, some, though, more emphatically than others:- I definitely see myself as a manager. I have no doubt about that whatsoever. (Interviewee B) Yes, most definitely (Interviewee H) Some suggesting that they became managers to some extent involuntarily:- Well, by accident or design I am. I am the lead official within the largest section of the union, I have five other full-time officers, paid officials of the union who report directly to me and a further 8 staff who are seconded full-time from the employer I deal with, the Royal Bank of Scotland, and I am responsible for their performance and their management. So whether I like it or not, I am. (Interviewee L) I think I view myself as a trade unionist who also happens to do a bit of managing. So it is at that end of the spectrum. (Interviewee G) Interviewee L, it will be noted, is a negotiating officer. So is Interviewee H. It is interesting that those with negotiating responsibilities were no less positive about the existence of management responsibilities than functional managers:- I had my own negotiating responsibilities but I was also responsible for running the national committee, making sure that was OK and as I have described to you earlier they were hard taskmasters certainly in the early days to keep happy and to keep informed. So yes, I took that to be a management role. (Interviewee H) 204
Trade union managers I do see myself as a manager. What's my role? Well, first of all I decide the structure of the section, processes, procedures, standards and I also allocate duties and responsibilities and I keep a fairly loose level but I do monitor what the senior officials are doing, the national officers. I also see it as part of my job making sure we have got the resources to achieve our objectives and targets. (Interviewee F) However, as in some other unions, confidence in one’s own role did not necessarily mean confidence that others necessarily shared the view that they were managers, though there could be contradictions:- I would say that the only people who regard themselves as managers are me and S and T (Interviewee A) (Regional Secretaries) regard themselves as managers because they are given a specific job. (Interviewee A) Heads of Department (see themselves as managers). That's about it. (Interviewee D) The General Secretary, however, was more confident:- Myself, R and S and A. Every National Secretary, in my view, has a managerial role. Every regional organiser who has staff underneath him or her has a managerial role and then I would go so far as to say that even head office functions such as education and learning all have managerial roles. We have said that the management of people, the management of resources and the management of issues are things that we have to do The extent to which managers have actually accepted their roles on the ground is, of course, most capable of being understood by asking the staff. In the case of UNiFI it is fortunate that the Investors in People assessment of July 2000 contains quotations from staff which are of some interest. Some relevant ones in this context are set out below:- “My manager is very supportive. She lets you work things out for yourself, but is there to take responsibility if things go wrong” "Senior managers are approachable and have created a no blame culture which allows us to learn from our mistakes.” The Assessor found that most managers were seen as accessible and supportive. All this tends to support the view that management roles are not only accepted in the union but that managers are taking them seriously. Investors in People status was awarded as a result of this assessment. 205
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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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CPSA, a relatively modern, and unde
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Trade union managers and this is co
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Resource distribution systems there
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Resource distribution systems blip.
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Resource distribution systems There
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Cognitive rules and culture Systems
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Cognitive rules and culture a bit r
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Cognitive rules and culture For the
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Cognitive rules and culture A view
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Cognitive rules and culture There i
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Cognitive rules and culture It crys
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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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422
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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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438
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MICHAEL DEMPSEY - Cranfield University

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