MICHAEL DEMPSEY - Cranfield University

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Rhenman E. (1964) Foretagsdemokrati och foretagsorganisation. Stockholm, EFI Rochester C. (1995) What can Charities learn from the Academics? Charities Management 11, Spring, 20-23 Rowley T.J. 1997 Moving beyond dyadic ties; a network theory of stakeholder influences. Academy of Management Review Volume 22 no.4 October. 887-910 Schumpeter J. (1976) Capitalism, Socialism and Democracy. London, Allen and Unwin Schwab S. J. (1992) Union Raids, Union Democracy and the Market for Union Control. <strong>University</strong> of Illinois Law Review, 367-416 Silverman D (1993) Interpreting Qualitative Data: methods for Analysing Talk, Text and Interaction. Sage, London Silverstein (1988) An Aristotelian resolution of the ideographic versus nomothetic tension. American Psychologist, 43:6 pp 425-430 Starik M. (1994) What is a stakeholder? In Jones T.M. (ed.) The Toronto Conference. Business and Society 33(1), April, 89-95 Stewart R. (1967) Managers and their Jobs. Maidenhead, McGraw-Hill Strauss A.L. and Corbin (eds) (1990) Basics of Qualitative Research Grounded Theory Procedures and Techniques. Beverley Hills, Sage. Tannenbaum R. and Schmidt W.H. (1973) How to Choose a Leadership Pattern. Harvard Business Review May-June pp 162-80 Terry M. (ed.) (2000) Redefining Public Service Unionism: UNISON and the future of trade unions. London, Routledge. Towers Perrin (1998) The Role and Effectiveness of the Corporate Centre. London, Towers Perrin. Tsoukas H (1989) The Validity of Idiographic Research Explanations. Academy of Management Review 14 (4) 551-561 Turner H. A. (1962). Trade Union Growth, Structure and Policy. A comparative study of the cotton unions. London, Allen and Unwin Undy R., Fosh P., Morris H and Martin R. (1996) Managing the Unions. Oxford, Clarendon Press Undy R. and Martin R. (1984) Ballots and Trade Union Democracy Oxford Blackwell Waddington J. and Kerr A (2000) Towards an Organising Model in UNISON? A trade union membership strategy in transition. . In Terry M. (ed) Redefining public sector unionism: UNISON and the future of trade unions. London, Routledge. P 231 Warner M (1972) Trade Unions and Organizational Theory: a preliminary analysis of Union Environment, Structure and Performance .Journal of Industrial Relations Vol 14 March 47-62 Weber M (1920) Economy and Society. New York, Bedminster Press Weil D. (1994) Turning the Tide; strategic planning for Labor Unions. New York, Lexington Books Webb E., Campbell D.C., Schwartz R.D., Sechrest L. and Grove J.B. (1981) Nonreactive Measures in the Social Sciences. Houghton Miffin, Boston Webb S. & Webb B. (1902) Industrial Democracy. London, Longmans. 416
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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
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Conclusions 8.17. CONCLUSIONS Trade
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Conclusions Managerial Activities D
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Conclusions mentioned. But there is
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Trade union managers CHAPTER NINE:
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Furthermore, the exhibit enables ju
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Another symptom is whether manageme
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organisational members waited to se
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colleagues in senior positions acce
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there are factors contingent on mer
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their managerial roles were in some
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the impact which integration would
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development. The fourth was team wo
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The negative words and phrases are,
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Page 370 and 371: 9.4. STAKEHOLDER MANAGEMENT As with
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Page 378 and 379: One would assume that unions where
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Page 382 and 383: Proposition 1 Trade union managers
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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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