MICHAEL DEMPSEY - Cranfield University

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In CWU, however, there was more ambivalence. Suggestions were made that this arose, as in UNISON, from a more individualistic approach – in this case, it was suggested, as a result of individuals being in post as a result of election. However, there were also industrial reasons, rooted in the fact that union members had been resisting team working in the Post Office for many years, so that, as it was put, the very concept arouses suspicion. Looking at the reasons for these attitudes does not produce a clear cut result. In UNiFI, as in UNISON, some degree of autonomy on the part of negotiating officers was identified as a ‘meaning’ arising from cognitive rules. In the case of UNiFI this does not seem to have been an impediment, at least at first, to the organisation pushing through a radical programme of project team formation even though it was known that some staff did not make much of a contribution to it. In UNISON, similarly, team working in regions was a centrally driven initiative which was explicitly trying to tackle the phenomenon of negotiating staffs’ perceived autonomy. There was a candid appreciation of the fact that autonomy was affected, but that there were trades off in terms of staff experiencing a more concerned form of management. There were several suggestions that most staff actually liked being managed because, amongst other things, of the level of support that it demonstrated. ‘Meanings’ arising from cognitive rules are not, of course, immutable. They can be re-formulated and re-created over time as a result of organisational change and development, in cases of major change initiatives sponsored by senior management. CWU, is, though, an example of where there seems to be a very clear link between the ‘meanings’ influencing managerial actions and managers’ actions in approaching the idea of team working. The cognitive rules in CWU arise in part from a history of conflictual experiences with employers and part of that conflict has been related to supporting members who resist team working. It would not be surprising, furthermore, if concentrating on their own periodic elections influenced those organisational members concerned to be wary of ways of working which involved any form of shared responsibility. These may therefore contribute to explaining why CWU managers have been less involved in setting up and working in teams than managers in some other unions. Managing action Rather than focus on managers’ ‘doing’ roles, which are the subject of this category in Mintzberg’s (1994) typology, this research focussed on the issue of trade union leadership. The reason for this, as mentioned earlier, is that senior trade union managers often have to exercise more ‘hands on’ roles, possibly as a result of public and member expectations. If they delegate, everyone wonders where they are. Furthermore the literature on trade union governance has hitherto made little distinction between leadership and management, focussing 368
on a catch-all category of ‘trade union leader’. So it was of interest, in trying to make sense of the roles of trade union managers, to explore managers’ perceptions of the nature of the leadership role. In fact, there was little agreement on what it involved. Trade union managers seem as confused as most of the rest of the population on exactly what is the difference between leadership and management, as Exhibit 9.9 demonstrates. It may be that, when trade union manager becomes a category of person that is recognised inside and outside the movement, there may be more clarity on what distinguishes it from trade union leadership. The most it is possible to glean from these responses is some sense of strategy but, perhaps more strongly, some sense that a trade union leader needs to demonstrate influencing skills, vis-à-vis both the membership and the staff. Plainly this will require specific research but it may also be the case that both trade union managers and trade union leaders might benefit from greater awareness of where the boundaries of the respective roles begin and end. UNION Key words and phrases in describing the nature of trade union leadership CWU • Big picture stuff • Giving strategic direction • The rest of you jump because I’m the leader • The Prime Minister hasn’t got a job – he’s got every job • Focussed on the organisation, innovating PCS • My job isn’t to run the union – it’s to take it somewhere • Managing an idea – a crusade • Leadership tended to be the ‘softer’ side, concerning staff • Developing and supporting people, delivering the product • Good management is leadership with a very light touch on supervision UNiFI UNISON EXHIBIT 9.9. Leadership 369 • Innovation, communication and motivation • ‘He is not a leader, he is a doer’ • My job is to be visionary • You are regarded by the members as the leader • On the leadership side (it) is being potentially outspoken and saying to people ‘well, you might have the most glorious vision…but hang on a minute’ • The ability to manage strategically • Strategic management has always been the function • I have leadership qualities • I show leadership from my own history but also in terms of the management, the way I lead this group • Inspirational character
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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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Managing through people moved last
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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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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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