MICHAEL DEMPSEY - Cranfield University

trade unions. In the past, these might have resulted in the ‘deep
ambivalence to management’ of which Ouroussof (1993A) spoke. On
the other hand, their trade union principles, concerned, one would
anticipate, with values such as ‘unity’, ‘social justice’, fairness’ and
‘equality’ may influence the way they approach their relations with the
people working in the organisation. Later in this chapter, there is a
discussion about the framework provided by Hales (1999) for the
analysis of managerial work. In that it permits the researcher to
examine just such influences on trade union managers, it can be
appreciated why the arguments for its utility in this context are strongly
made.
Element Business Government Academic Union
Measures of
performance
Efficiency
and equity
Command
and
persuasion
Private or
public
processes
Personnel
constraints
Length of
service and
time
perspective
Profits or
value creation
Market
performance,
efficiency
Command
and control
Private until
released
Large
degrees of
management
freedom
Relatively
long term in
most cases
but with
increasing
insecurity
Votes
programs
39
Judgments of
students,
faculty and
alumni
Largely equity Academic
efficiency
bows to equity
Extensive
persuasion
first
Public at each
step
Strict civil
service
restraints and
political
process
Limited by
short term
election
results
and custom
Extensive and
lengthy
consultation
Largely private
with periodic
exposure
Academic
strict
processes
Relatively
unconstrained
although
reduced in
1960s and
1970s
Votes of
members
Largely
internal equity
Administrative
command and
political
notification on
policy
Internal,
officially
controlled with
informal lines
Relative
freedom
except as
limited by
political and
election
processes
EXHIBIT 2.2 Contrasts among four fields (Source Dunlop
1990:13)
Renewed
specified
terms at
national levels