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MICHAEL DEMPSEY - Cranfield University

MICHAEL DEMPSEY - Cranfield University

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Managing by information<br />

I think one of the difficulties we have got, Mike, -- it is a classic<br />

old managerial position, I suppose -- but I think I have allowed<br />

the trade unions to have too much of the running and keep the<br />

staff advised on issues. I tell the stewards and they interpret it<br />

and tell the staff. And what I was saying to C who is responsible<br />

for staffing is that, we need to communicate more directly with<br />

the staff what we are proposing. It's fine for the trade unions to<br />

put out their position on that but they shouldn't be the main<br />

communicator of what were doing and we should get our views<br />

out. After the monthly management team, whenever I get time, I<br />

actually put out a newssheet round staff saying what we talked<br />

about, what we have agreed, what were the points. Fair enough,<br />

the unions can put their views out but they shouldn't be the<br />

messenger for us (Interviewee K)<br />

One of the changes made by the current General Secretary is to widen<br />

the membership of what is now the Senior Management Group to<br />

include regional managers. One manager believes that this initiative<br />

has improved communications:-<br />

I have certainly discerned a better sort of liaison and<br />

coordination with them. In other words, more communication,<br />

more exchanges about what is happening, perhaps more of a<br />

willingness for them to discuss issues with me. It doesn't always<br />

work but they do do that. I like to think that there has been a<br />

more open approach from me to discuss with them what we<br />

want to trying to do so I think that there is a better exchange. I<br />

think that has come about because of more regular coming<br />

together of managers in that sort of context and therefore that<br />

sort of inclusiveness that I have talked about. (Interviewee N)<br />

And other systems have been introduced which could have an impact<br />

on communications. A process commenced in 2001 was called<br />

‘Transforming Our Union’:-<br />

Two years ago, we embarked on a new process which aimed to<br />

bring together the different parts of our union to speak with one<br />

voice and pursue one agreed agenda. We agreed that we<br />

needed to focus our energies more closely on the key activities<br />

which could develop the union and take us forward. To do that,<br />

we recognised that we needed to tighten up on our decisionmaking;<br />

our evaluation and monitoring and our reporting<br />

procedures. As part of that process, we asked ourselves some<br />

searching questions and developed some agreed broad<br />

priorities for the organisation. We called the process<br />

Transforming the Union. (Transforming Our Union 2002/3<br />

Update)<br />

314

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