MICHAEL DEMPSEY - Cranfield University

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translate those principles into managerial practice. This is something that would benefit from further research. UNION Training plans compiled 366 Types of training/development available CWU No Varieties of external training such as IPD courses for support staff. Available on ‘first come first served basis’ Skills training/development for specialist staff PCS No Menu of short courses provided in house; some related to organisational priorities such as member care. Some evidence of development activities undertaken by managers. UNiFI Yes Induction programmes and training in skills required in particular situations such as equality and interviewing skills or project management for participants in project teams. Skills training in technical areas, such as IT applications. UNISON Yes, at unit level Evidence that training provided externally to meet needs identified in development reviews and also to meet organisational priorities, such as ‘winning the organised workforce.’ Development review guidelines make distinction between development and training. Management development Not provided EXHIBIT 9.8. Managing staff development and training Short courses provided in house; some staff attend short courses elsewhere Little evidence, though very senior staff have attended external programmes. Old unions trained in change management Compulsory in house courses provided for managers at all levels. Managers supported for external qualifications.
Teams UNiFI’s corporate approach to team development stands out in this area. Faced with bringing together three quite different organisations – two of them staff associations merging with a union which traditionally hated staff associations – they made use of the expertise of one or two key staff and set up project teams to run aspects of the merger campaign. They then built on this when the new union came into existence by adopting the idea of project group working as an instrument of policy. The objectives were that it would bring staff together to work together (given the existence of three head offices), would give responsibility to more junior staff and would get some real jobs done. The jobs listed below were the subject of project group consideration in July 2000.. UNiFI PROJECT TEAMS Communicating with members Organising in the branch network Organising recognised greenfield sites Organising unrecognised greenfield sites Organising large sites Organising HSBC managers Organising in partnerships Negotiating in an organising union Negotiating in merging employers Ending divided staff representation Merger with finance unions/associations E-organising Conference motions Education – generic reps course Two staff conferences were held to set up, and hear reports from, project teams, the second one of which was well regarded by staff attending the staff meeting noted by the researcher. Not all the teams were a success, some staff did not want to co-operate and there were suggestions that the idea had not fully survived. However, the attitude to them was positive and one felt that in UNiFI working in teams was part of the culture. In UNISON, the rhetoric of teamwork was also positive. Here teamwork had been adopted on a corporate basis because an initiative had been launched to organise regional staff in teams. As one manager testified, this runs counter to regional officers’ traditional individualistic culture and in all three regional offices researched, some problems were identified. In PCS, there were similar cultural issues identified, less than in UNiFI and UNISON, perhaps because regional offices in PCS have far more bounded authority than in those unions. In part, they also arose from the culture of the former CPSA which had not placed value in teams and, on merger, associated them with the PTC tradition of, as they saw it, setting up a working party for everything. Despite this, most comments about working in teams were positive. 367
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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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Deploying resources Another manager
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Merger management ‘Meaningful Man
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Merger management lot of people wer
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Managing by information I think one
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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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Page 382 and 383: Proposition 1 Trade union managers
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Page 414 and 415: Hartley R. C. (1982) The Framework
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Rhenman E. (1964) Foretagsdemokrati
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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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