MICHAEL DEMPSEY - Cranfield University

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their managerial roles were in some way constrained. The situation can be summarised in Exhibit 9.6:- UNION What are the issues arising from individual or collective experiences vis-à-vis management of union members? CWU • Officials’ primary experience is conflictual negotiating • Officials maintain pugilistic attitudes when given managerial roles • Difficulty in admitting the need for training for role other people do • ‘Management is bollocks’ • Language a problem PCS • Job of officials to biff management • Officials there to oppose management • Street cred from bargaining role, not management role • Management not seen as profitable time – therefore undervalued • Officials will stand up for themselves more UNiFI • We can’t be managers because those are the people we oppose • Trade unions embarrassed to manage • We can keep our trade union principles pure if we don’t manage • Management is a bit of a luxury – you must have time to spare UNISON • Management pejorative term – until a few years ago you would spit • Always dealt with managers adversarially • Not encouraged to think of ourselves as managers – dirty word • Residual view that we are defending workers and therefore awkward to be on the other side of the fence • Managerial concepts and language opposed by members EXHIBIT 9.6. Management as a problematic concept 358 What constraints do trade union managers perceive have arisen for them arising from such experiences? • Poor employees will take advantage • Can’t discipline people • No performance management • Inability to engage with emotional agenda • Discipline and inefficiency not dealt with • Staff perceive that managers will not confront them • Lack of empowerment • No culture in which people are disciplined – you have to punch the General Secretary • Grievance and disciplinary procedures not used • No culture of staff performance – appraisal blasphemous • Staff take advantage • Disciplinary sanctions nobody wants to get into • Lack of support from senior management • Lack of processes for performance management • Lack of effective management
It does not seem fanciful to posit that there are connections between these perceptions. A culture in which management is undervalued, where managers feel embarrassed to manage, where individual experiences have been centred on defending people rather than holding them to account, where being a manager has in past experience invited conflict and being a trade union negotiating officer has meant acting with a considerable degree of independence, in at least two of the case study unions – all this is not conducive to undertaking managerial roles, particularly those which involve taking any form of judgmental stance. This is the stance which may be required in conduct or performance management and it seems to be these managerial areas which are most the subject of difficulty. This cultural environment seems to influence even those who may not themselves have engaged in confrontational negotiations with management over the years, so the constraints arising do not always appear to derive from individual experience. These analyses have been directed to identification of ‘meanings’ and ‘norms’ which might influence trade union managers in their management of people. Modalities concerning resources are also a factor. In all the unions except UNISON, these indicate that centralisation is a modality in connection with resources and in two of them, CWU and UNISON, political decision making is identified. These modalities might be expected to both constrain and enable managers as they engage in ‘meaningful’ managerial activities. Merger management Earlier in this chapter, there was a discussion of corporate approaches taken by the case study unions to the management of their mergers, identifying the consequent phase of merger they had reached. This section looks at individual managerial activities. The management of physical space and physical resources is of interest for two reasons; first, it is an incident of merger management and secondly it is a ‘modality’ having an impact on the way in which managers undertake their trade union management roles (Hales 1999). However, links between resource modalities and the space management element of merger management are more difficult to discern. There is significant awareness of the importance of the task to merger but this appears to arise from a sense in all unions that the management of space, in a merger context, had not been ideal. Such activities that occurred were self-evidently designed to bring staff together but not always in ways designed so that partner union staff could work together. In CWU, for example, significant areas of the head office building are still occupied by staff exclusively originating from one union, together with any new staff appointed since merger. As far as merger management itself is concerned, this can be observed at different levels. In CWU and PCS, it was largely left to individual managers. In CWU, there were individual managers who understood 359
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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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Cognitive rules and culture What we
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Deploying resources union principle
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Deploying resources And there was a
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Deploying resources expressed by so
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Merger management Other structures
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Merger management telling me that t
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Merger management I am a big believ
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Merger management happen and we dis
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Managing by information I will prob
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Managing through people that standa
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Performance management We impose a
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Teams suggests that staff developme
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Teams We've got 12 groups and group
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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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Page 340 and 341: Conclusions 8.17. CONCLUSIONS Trade
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Page 348 and 349: Furthermore, the exhibit enables ju
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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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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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