MICHAEL DEMPSEY - Cranfield University

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whether there is a match between managerial aspiration, or espoused theory, and theory in use (Argyris et al 1985). Argyris’s theory asserts that people are often unaware that their theories in use are not the same as their espoused theories – and that people are often unaware of their theories in use. There is enough evidence of scepticism about trade union managers in this research to make this caveat. Performance management Dunlop (1990:13) suggests that performance of ‘labor leaders’ is measured by the votes of members. This view was expressed in this research, but only once – a reflection of the different structural components of American unions compared with British ones. Hannigan (1998) says that performance appraisal is generally not handled at all in American trade union organisations and Kelly and Heery (1994) say that, in 1991, only 16% of UK unions operated a formal system of performance appraisal. Appraisal is not, of course, a pre-requisite for performance management but this is a relevant snapshot. In three of the case study unions there are systems (development reviews or personal development plans) which, in the hands of some managers (maybe most managers in some unions), enable there to be performance related discussions. One manager reported that she had mounted disciplinary proceedings on the grounds of competence. Chapter 9, however, draws attention to Exhibit 9.6, which suggests that conduct and performance management are the most common activities seen as constraints by trade union managers. The exhibit juxtaposes those constraints with managers’ experiences leading to the conclusion that management remained a problematic concept, discussed above. Chapter 9 speculates on the connections between personal unwillingness to manage performance or conduct and the fact that systems are sometimes treated as external to them – merely organisational incidents. These ideas are described in diagrammatic terms in Exhibit 10.1. Whilst speculative, they go some way to offering an explanation of why it is that some trade union managers who may be committed to the ideas of thoughtful people management often find difficulty with one of the principal components of any model of managing people. Staff Development Kelly and Heery (1994:62) say that few unions develop a strategic approach to training in which there is an attempt to specify the objectives of training policy and identify training. As Chapter 9 reports, this research has in most cases been able to examine systems rather than practice and systems exist in three of the four case study unions. In two of them, UNiFI and UNISON, these are translated into training plans of one form or another, supporting in both unions (though in UNISON not throughout the organisation) their Investors’ in People strategies. 390
Cultural ‘meaning’ , arising from organisational members’ experience, that trade unionists protect people with less institutional power than themselves Personal hesitation at managing conduct or performance Ambivalence at being judgmental EXHIBIT 10.1 Union managers and performance management 391 Trade union principle, ‘norm’, of ‘fairness’ relating to the treatment of people. Performance or conduct management systems seen as ‘external’ or perceived as inadequate; personal hesitation at engaging with perfecting them
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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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Performance management criticisms t
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Performance management doing so bad
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Teams There are more tools now, the
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Managing action - leadership A numb
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Modes of management - styles I alwa
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Modes of management - styles When p
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 362 and 363: development. The fourth was team wo
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Page 366 and 367: translate those principles into man
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Page 370 and 371: 9.4. STAKEHOLDER MANAGEMENT As with
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Page 382 and 383: Proposition 1 Trade union managers
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Page 388 and 389: objectives. But managers do not in
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Page 398 and 399: that whichever party is gaining aut
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Page 412 and 413: Brummer J.J. (1991) Corporate respo
Page 414 and 415: Hartley R. C. (1982) The Framework
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Page 426 and 427: PROP 4. How they undertake their ma
Page 428 and 429: PROP 2. Importance of physical spac
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Page 432 and 433: APPENDIX 4: EXTRACT FROM STAGE 2 NO
Page 434 and 435: 434 regarded themselves as people o
Page 436 and 437: • Relating their actions in some
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MICHAEL DEMPSEY - Cranfield University

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