MICHAEL DEMPSEY - Cranfield University

Managing by information
I think one of the difficulties we have got, Mike, -- it is a classic
old managerial position, I suppose -- but I think I have allowed
the trade unions to have too much of the running and keep the
staff advised on issues. I tell the stewards and they interpret it
and tell the staff. And what I was saying to C who is responsible
for staffing is that, we need to communicate more directly with
the staff what we are proposing. It's fine for the trade unions to
put out their position on that but they shouldn't be the main
communicator of what were doing and we should get our views
out. After the monthly management team, whenever I get time, I
actually put out a newssheet round staff saying what we talked
about, what we have agreed, what were the points. Fair enough,
the unions can put their views out but they shouldn't be the
messenger for us (Interviewee K)
One of the changes made by the current General Secretary is to widen
the membership of what is now the Senior Management Group to
include regional managers. One manager believes that this initiative
has improved communications:-
I have certainly discerned a better sort of liaison and
coordination with them. In other words, more communication,
more exchanges about what is happening, perhaps more of a
willingness for them to discuss issues with me. It doesn't always
work but they do do that. I like to think that there has been a
more open approach from me to discuss with them what we
want to trying to do so I think that there is a better exchange. I
think that has come about because of more regular coming
together of managers in that sort of context and therefore that
sort of inclusiveness that I have talked about. (Interviewee N)
And other systems have been introduced which could have an impact
on communications. A process commenced in 2001 was called
‘Transforming Our Union’:-
Two years ago, we embarked on a new process which aimed to
bring together the different parts of our union to speak with one
voice and pursue one agreed agenda. We agreed that we
needed to focus our energies more closely on the key activities
which could develop the union and take us forward. To do that,
we recognised that we needed to tighten up on our decisionmaking;
our evaluation and monitoring and our reporting
procedures. As part of that process, we asked ourselves some
searching questions and developed some agreed broad
priorities for the organisation. We called the process
Transforming the Union. (Transforming Our Union 2002/3
Update)
314