MICHAEL DEMPSEY - Cranfield University

conversation, seems prepared to countenance the destruction of
UNiFI’s culture. Practitioners must understand the potentially adverse
consequences of such an approach.
Thirdly, this research has begun a task of understanding how trade
union governance works. Boundary management has been identified
as a key managerial task and the nature of this boundary management
seems likely to be different depending on the model of governance
applying to particular unions. Understanding these issues, perhaps
drawing on public and voluntary sector work, and developing strategies
to deal with them could be of great value, both to trade union managers
and to the way that trade unions operate in the interests of members.
10.8. FURTHER RESEARCH
All research seems to generate further research. In this case, it is easy
to see why because it has opened up a field of study where there has
been limited academic attention. A suggested research agenda is as
follows:-
• The development of trade union management. Is it possible to
replicate the conclusions of this research about the way trade
union management develops? How does it develop in unions
which have not merged? What are the implications for trade
union managers, trade union officials and those who may be
‘cocooned?’
• Can one arrive at some operational definition of ‘trade union
principles’, be they ‘fairness’ and ‘justice’ or some more complex
formulation?
• If trade union management is changing, so that it involves the
use of standards like IIP or the institution of teamwork for
negotiating officers, what effect is that having on the role of the
‘trade union officer’? What effect is it having on the delivery of
union strategies for, for example, recruitment and retention? And
are staff perceptions of the way they are managed consistent
with the attitudes trade union managers espouse on the way
people should be dealt with?
• Are there any differences in the practice of management skills
between trade union managers who have been trained and
those who have not? In particular, has that training had any
effect on closing any gaps between the espoused people
orientation of trade union managers and their practice of the full
range of people management skills?
• Are there any qualitative differences between the way in which
female trade union managers carry out their tasks and the way
male managers do?
• Now that it has been possible to identify a category of trade
union manager, can this role be distinguished from the role of
trade union leader? Can the distinctions adequately be defined?
And what does this mean for the vast and inconsistent literature
about trade union leaders and trade union officials?
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