MICHAEL DEMPSEY - Cranfield University

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Conclusions support a suggestion that managers in the organisation are more comfortable with the soft side of management than the hard side – thus that the lack of performance management may be more related to cultural than system issues. These conclusions are now summarised in a way which relates them to Hales’ (1999) model of management. It seeks to provide explanations for managerial actions from the systems and modalities which comprise the environments in which trade union managers work, as discussed earlier. 272
Conclusions 273
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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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Deploying resources wonderful discu
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Deploying resources themselves elec
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Deploying resources Some department
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Merger management because they woul
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Merger management you knew people t
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Merger management that it would be
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Merger management different structu
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Managing by information Eastbourne
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Managing through people strike acti
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Performance management At least one
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Staff development members to set up
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Teams life changing, fantastic -- I
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Managing action - leadership To try
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Managing action - leadership are th
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Modes of management - styles In a u
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Conclusions Systems for allocation
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Conclusions own, in some cases. The
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Conclusions The PCS Rule Book has b
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CHAPTER SEVEN MANAGERS IN UNiFI Abo
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Trade union managers Gwyn Bates, Na
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Resource distribution systems Syste
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Resource distribution systems someb
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Resource distribution systems It wa
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Cognitive rules and culture Whilst
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Cognitive rules and culture In the
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Cognitive rules and culture committ
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Cognitive rules and culture I think
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Cognitive rules and culture against
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Page 232 and 233: Deploying resources And there was a
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Page 240 and 241: Merger management I am a big believ
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Page 254 and 255: Managing action - leadership I very
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Page 258 and 259: ‘Legitimate’ managerial actions
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Page 274 and 275: CHAPTER EIGHT MANAGERS IN UNISON Ab
Page 276 and 277: Trade union managers Bob Abberley,
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Page 286 and 287: Cognitive rules and culture NALGO o
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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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420
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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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MICHAEL DEMPSEY - Cranfield University

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