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MICHAEL DEMPSEY - Cranfield University

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Moral rules and trade union principles<br />

very, very easy for the bad side of people to be spread round<br />

and not the good work that they do. Working for an organisation<br />

which is democratic does impose certain constraints on you<br />

(Interviewee C)<br />

The idea that politics, in some senses, requires managerial awareness,<br />

was put in a different way:-<br />

I suppose, in a political organisation, as it were. I think we are<br />

always -- are we going to upset the lay members, how will this<br />

play. (Interviewee L)<br />

A practical example of how one particular issue affected managerial<br />

action was offered by another manager:-<br />

We have about 350 people working here, perhaps a few more<br />

and when I sort of look at the numbers, given what people say I<br />

can't see us reducing it very much, not unless we have a major<br />

outsourcing, which is one of the constraints that we actually<br />

have as managers. We could certainly outsource a lot more<br />

functions than we do -- for example cleaning -- but I can't see<br />

the NEC agreeing to privatised schemes.(Interviewee E)<br />

It would be unrealistic to believe that lay member dynamics do not<br />

feature in managers’ perceptions of how they managed. There is,<br />

though, little evidence that they perceive them as constraints. As one<br />

manager put it:-<br />

I am not using the term constraints necessarily in a negative way<br />

because I think that it is positive that we are a democracy.<br />

(Interviewee O)<br />

Systems related to moral rules<br />

8.11. First we must examine the values of UNISON managers and the extent<br />

to which they imply sets of moral rules influencing how they manage.<br />

The most common idea expressed by these managers is that of<br />

fairness:-<br />

I am absolutely clear that I want to be a decent and a fair<br />

manager and that everything I do is ensuring that the staff here<br />

can work to their best. (Interviewee D)<br />

I think one is, I do, the middle managers that I work with, the<br />

team leaders that I work with certainly do think harder than<br />

people would in other organisations about what is fair, whether<br />

people have had their say, that kind of thing. (Interviewee G)<br />

Oh, we are great democrats, aren't we? That's why we get<br />

involved in the trade union movement, because we did believe in<br />

297

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