MICHAEL DEMPSEY - Cranfield University

More documents

Recommendations

Info

• Use of authority by manager Tells Sells Area of freedom for staff Tests Suggests Consults Joins Delegates EXHIBIT 2.3 The Tannenbaum and Schmidt continuum (1973) Many of ‘the led’ may also share the same principles. However, ‘within unions there is a widespread but incorrect tendency to make assumptions about staff commitment’, as Dempsey (2000:54) points out. If true, this suggests that whilst building on existing commitment may be one aspect of the approach of a manager in a trade union, achieving commitment of other staff may be another. In terms of skills, Clark and Gray (1991), citing Barbash (1959), suggest that the background, experience and personal characteristics of those who succeed to high office in unions tend to clash with the businesslike characteristics needed to administer a large organisation. In the absence of evidence for the statement, this may be seen as a rather patronising generalisation. A contingency relating to the achievement of a task may have little different effect to its effect in other organisations. If an employer is 40
about to lock out a significant number of staff, this is going to have a bearing on where in the continuum a manager’s style rests; by contrast, if the task is the drafting of a long term strategic plan, the style adopted may be different. The context, however, may be a particularly significant factor. Three contextual contingencies may at this stage be identified. First, the trade union context is one where, in the UK, unions have been struggling to make headway. Retaining existing members and recruiting new ones, as well as improving services by (inter alia) providing 24 hour telephone access to services are| significant strategic objectives for many unions. Many unions are seeking to achieve this by seeking a change from a ‘servicing model’ (‘trade union officers, rather than lay representatives, provide support to members who encounter problems’ Waddington and Kerr 2000:232) to an ‘organising model’, in which lay representatives are recruited, trained and resourced to provide support for members locally. This is not just a procedural change; it is in many cases a profound cultural change in which appointed officers give up areas of work in which they may have become specialist and which they value. It is also part of a corporately led strategic change. UNISON, for example, has set recruitment targets which are monitored managerially. Kelly and Heery (1994) found ambivalent attitudes to national initiatives interfering with officers’ own priorities (‘when they [national initiatives] are over, I’ll go back to my own priorities’: page 86). How to manage this change is an issue which managers need to consider. On the one hand, officers value their autonomy; on the other hand, organising and recruitment is seen as vital to union survival. Tannenbaum and Schmidt’s (1973) framework would suggest in these circumstances that management style would move rather more to the centre of the continuum. A second contextual contingency relates to whether or not management has in any respect changed since Dunlop wrote his study – indeed, since most of the bureaucracy theorists considered trade union governance. In so far as the management of people is concerned, there has been the onset of human resource management (HRM). This takes many forms, based on several different assumptions, but a definition which illustrates, it is suggested, a qualitative difference from a ‘command and control’ model is that of Keep (1989:10):- ‘If the term ‘human resource management’ is to be taken as something more than an empty ‘buzz phrase’, then the word’ human’, in this context can only relate to the employees, past and present, of the enterprise. The use of the word ‘resource’, as opposed to commodity or cost, implies investment therein. The word ‘management’, for its part, implies that strategies aimed at the motivation, development and deployment of this resource and its associated investment will be directed in such a way as to maximise its potential. Training is a prime investment in human resources and that 41
Page 1 and 2: CRANFIELD UNIVERSITY MICHAEL DEMPSE
Page 3 and 4: ACKNOWLEDGMENTS It is, as they say
Page 5 and 6: CHAPTERS 5, 6, 7 AND 8 - CASE STUDI
Page 7 and 8: 1.1. INTRODUCTION CHAPTER ONE: INTR
Page 9 and 10: hindsight, this seems as though it
Page 11 and 12: Union organisation is often very co
Page 13 and 14: elected members of both unions went
Page 15 and 16: considerable cultural differences b
Page 17 and 18: maintenance and improvement of the
Page 19 and 20: with managerial tasks of achieving
Page 21 and 22: trade unions; it is easy to see the
Page 23 and 24: Undy et al (1996) extend this model
Page 25 and 26: can affect or who is affected by th
Page 27 and 28: activist, regulatory and client/cus
Page 29 and 30: managers approached their relations
Page 31 and 32: Stakeholder power The discussion ab
Page 33 and 34: The most radical of UNISON’s poli
Page 35 and 36: Kelly and Heery’s (1994) findings
Page 37 and 38: inappropriate to the needs of volun
Page 39: trade unions. In the past, these mi
Page 43 and 44: management, the researcher is under
Page 45 and 46: One specific issue is relevant to t
Page 47 and 48: strategy and proposes the use of st
Page 49: not unusual, though this does not r
Page 52 and 53: 4. Trade union principles 1 influen
Page 54 and 55: themselves as trade union managers
Page 56 and 57: for example, which caused so much s
Page 58 and 59: positing some underlying mechanism
Page 60 and 61: Unclear boundaries between managers
Page 62 and 63: 3.3. CASE STUDIES Yin (1994:13) def
Page 64 and 65: • External validity: establishing
Page 66 and 67: to achieve some element of gender b
Page 68 and 69: Merger management, including physic
Page 70 and 71: undertook. Nodes which contained no
Page 72 and 73: and stored on CD Rom. Thus, a compl
Page 74 and 75: a. Developed for this paper Brief d
Page 76 and 77: their unions as involving leadershi
Page 78 and 79: Clapham but actually much nearer Cl
Page 80 and 81: Trade union managers Dunlop’s (19
Page 82 and 83: Resource distribution systems Some
Page 84 and 85: Resource distribution systems that'
Page 86 and 87: Cognitive rules and culture Some of
Page 88 and 89: Cognitive rules and culture system.
Page 90 and 91:
Cognitive rules and culture operati
Page 92 and 93:
Cognitive rules and culture dealing
Page 94 and 95:
Moral rules and trade union princip
Page 96 and 97:
Page 98 and 99:
Deploying resources structures do n
Page 100 and 101:
Deploying resources The deployment
Page 102 and 103:
Merger management The merger was al
Page 104 and 105:
Merger management This will obvious
Page 106 and 107:
Merger management from the Clapham
Page 108 and 109:
Managing by information finalised y
Page 110 and 111:
Managing through people We will com
Page 112 and 113:
Performance management Constantly
Page 114 and 115:
Teams Staff development ideally ari
Page 116 and 117:
Managing action - leadership everyt
Page 118 and 119:
‘Legitimate’ managerial actions
Page 120 and 121:
Page 122 and 123:
Modes of management - styles proper
Page 124 and 125:
Modes of management - styles of the
Page 126 and 127:
Conclusions managers. There is insu
Page 128 and 129:
Conclusions Management of the conse
Page 130 and 131:
Conclusions 130
Page 132 and 133:
CPSA, a relatively modern, and unde
Page 134 and 135:
Trade union managers and this is co
Page 136 and 137:
Resource distribution systems there
Page 138 and 139:
Resource distribution systems blip.
Page 140 and 141:
Resource distribution systems There
Page 142 and 143:
Cognitive rules and culture Systems
Page 144 and 145:
Cognitive rules and culture a bit r
Page 146 and 147:
Cognitive rules and culture For the
Page 148 and 149:
Cognitive rules and culture A view
Page 150 and 151:
Cognitive rules and culture There i
Page 152 and 153:
Cognitive rules and culture It crys
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Deploying resources wonderful discu
Page 160 and 161:
Deploying resources themselves elec
Page 162 and 163:
Deploying resources Some department
Page 164 and 165:
Merger management because they woul
Page 166 and 167:
Merger management you knew people t
Page 168 and 169:
Merger management that it would be
Page 170 and 171:
Merger management different structu
Page 172 and 173:
Managing by information Eastbourne
Page 174 and 175:
Managing through people strike acti
Page 176 and 177:
Performance management At least one
Page 178 and 179:
Staff development members to set up
Page 180 and 181:
Teams life changing, fantastic -- I
Page 182 and 183:
Managing action - leadership To try
Page 184 and 185:
Managing action - leadership are th
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Modes of management - styles In a u
Page 196 and 197:
Conclusions Systems for allocation
Page 198 and 199:
Conclusions own, in some cases. The
Page 200 and 201:
Conclusions The PCS Rule Book has b
Page 202 and 203:
CHAPTER SEVEN MANAGERS IN UNiFI Abo
Page 204 and 205:
Trade union managers Gwyn Bates, Na
Page 206 and 207:
Resource distribution systems Syste
Page 208 and 209:
Resource distribution systems someb
Page 210 and 211:
Resource distribution systems It wa
Page 212 and 213:
Cognitive rules and culture Whilst
Page 214 and 215:
Cognitive rules and culture In the
Page 216 and 217:
Cognitive rules and culture committ
Page 218 and 219:
Cognitive rules and culture I think
Page 220 and 221:
Cognitive rules and culture against
Page 222 and 223:
Cognitive rules and culture What we
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Deploying resources union principle
Page 232 and 233:
Deploying resources And there was a
Page 234 and 235:
Deploying resources expressed by so
Page 236 and 237:
Merger management Other structures
Page 238 and 239:
Merger management telling me that t
Page 240 and 241:
Merger management I am a big believ
Page 242 and 243:
Merger management happen and we dis
Page 244 and 245:
Managing by information I will prob
Page 246 and 247:
Managing through people that standa
Page 248 and 249:
Performance management We impose a
Page 250 and 251:
Teams suggests that staff developme
Page 252 and 253:
Teams We've got 12 groups and group
Page 254 and 255:
Managing action - leadership I very
Page 256 and 257:
Managing action - leadership Sadly,
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Page 264 and 265:
Modes of management - styles Modes
Page 266 and 267:
Modes of management - styles It wou
Page 268 and 269:
Conclusions plan space. This is not
Page 270 and 271:
Conclusions principle of company co
Page 272 and 273:
Conclusions support a suggestion th
Page 274 and 275:
CHAPTER EIGHT MANAGERS IN UNISON Ab
Page 276 and 277:
Trade union managers Bob Abberley,
Page 278 and 279:
Trade union managers One of the rea
Page 280 and 281:
Resource distribution systems Syste
Page 282 and 283:
Resource distribution systems It is
Page 284 and 285:
Resource distribution systems It he
Page 286 and 287:
Cognitive rules and culture NALGO o
Page 288 and 289:
Cognitive rules and culture COHSE o
Page 290 and 291:
Cognitive rules and culture I think
Page 292 and 293:
Cognitive rules and culture Despite
Page 294 and 295:
Cognitive rules and culture The sam
Page 296 and 297:
Cognitive rules and culture nationa
Page 298 and 299:
Page 300 and 301:
Page 302 and 303:
Deploying resources mapped against
Page 304 and 305:
Deploying resources the different p
Page 306 and 307:
Deploying resources staff clearly,
Page 308 and 309:
Deploying resources Another manager
Page 310 and 311:
Merger management ‘Meaningful Man
Page 312 and 313:
Merger management lot of people wer
Page 314 and 315:
Managing by information I think one
Page 316 and 317:
Managing through people moved last
Page 318 and 319:
Performance management criticisms t
Page 320 and 321:
Performance management doing so bad
Page 322 and 323:
Teams There are more tools now, the
Page 324 and 325:
Managing action - leadership A numb
Page 326 and 327:
Page 328 and 329:
Page 330 and 331:
Page 332 and 333:
Page 334 and 335:
Page 336 and 337:
Modes of management - styles I alwa
Page 338 and 339:
Modes of management - styles When p
Page 340 and 341:
Conclusions 8.17. CONCLUSIONS Trade
Page 342 and 343:
Conclusions Managerial Activities D
Page 344 and 345:
Conclusions mentioned. But there is
Page 346 and 347:
Trade union managers CHAPTER NINE:
Page 348 and 349:
Furthermore, the exhibit enables ju
Page 350 and 351:
Another symptom is whether manageme
Page 352 and 353:
organisational members waited to se
Page 354 and 355:
colleagues in senior positions acce
Page 356 and 357:
there are factors contingent on mer
Page 358 and 359:
their managerial roles were in some
Page 360 and 361:
the impact which integration would
Page 362 and 363:
development. The fourth was team wo
Page 364 and 365:
The negative words and phrases are,
Page 366 and 367:
translate those principles into man
Page 368 and 369:
In CWU, however, there was more amb
Page 370 and 371:
9.4. STAKEHOLDER MANAGEMENT As with
Page 372 and 373:
were also working in a conflictual
Page 374 and 375:
Boundaries A word mentioned frequen
Page 376 and 377:
• Policy and political boundaries
Page 378 and 379:
One would assume that unions where
Page 380 and 381:
Financial systems and planning At t
Page 382 and 383:
Proposition 1 Trade union managers
Page 384 and 385:
CHAPTER TEN: CONCLUSIONS 10.1. INTR
Page 386 and 387:
development. In the event, links we
Page 388 and 389:
objectives. But managers do not in
Page 390 and 391:
whether there is a match between ma
Page 392 and 393:
Exhibit 9.8 summarises staff develo
Page 394 and 395:
technological systems and the appoi
Page 396 and 397:
Chapter 9, and Exhibit 9.10, discus
Page 398 and 399:
that whichever party is gaining aut
Page 400 and 401:
interests of the members of the org
Page 402 and 403:
10.3. THEORY REPLICATED OR CONFIRME
Page 404 and 405:
organisations. So using Cornforth
Page 406 and 407:
divisions causing relative weakness
Page 408 and 409:
conversation, seems prepared to cou
Page 410 and 411:
I discovered NVivo and I needed con
Page 412 and 413:
Brummer J.J. (1991) Corporate respo
Page 414 and 415:
Hartley R. C. (1982) The Framework
Page 416 and 417:
Rhenman E. (1964) Foretagsdemokrati
Page 418 and 419:
418
Page 420 and 421:
420
Page 422 and 423:
422
Page 424 and 425:
424
Page 426 and 427:
PROP 4. How they undertake their ma
Page 428 and 429:
PROP 2. Importance of physical spac
Page 430 and 431:
430
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
Page 438 and 439:
438
show all

MICHAEL DEMPSEY - Cranfield University

Create successful ePaper yourself

Delete template?

Save as template?