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MICHAEL DEMPSEY - Cranfield University

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APPENDIX 2<br />

INTERVIEW AIDE MEMOIRE<br />

PROP 1.<br />

Management of<br />

merger<br />

Ditto<br />

PROP 4.<br />

Stakeholders and<br />

reasons for<br />

involvement<br />

PROP 5.<br />

Boundaries<br />

PROP 1. Factors<br />

leading to role<br />

acceptance<br />

Ditto<br />

PROP 4. How<br />

they undertake<br />

their managerial<br />

roles<br />

Ditto<br />

ABOUT THE UNION<br />

(Merger Management 1)<br />

MERGER- talk me through the merger from your<br />

perspective as a senior manager in one of the<br />

constituent unions (which?)<br />

DISCUSSION on different union positions, different<br />

stakeholders, different power sources. ROLE OF<br />

STAFF & staff stakeholders; of ELECTED LAY<br />

MEMBERS - and how structures reflected their<br />

agendas; and of MANAGERS<br />

MODEL of lay member/manager relationship - total<br />

leadership, partnership, lay member led?<br />

B ABOUT UNION MANAGERS<br />

• Background in unions<br />

• To what extent do you see yourself as a senior<br />

manager in the union?<br />

• How has this come about?<br />

• Who are union managers in the union? - how do<br />

they see themselves? - tensions and contradictions -<br />

views of staff.<br />

• (Explain Dunlop model) - how do the different<br />

elements of the job look on his headings (open<br />

questions)<br />

Areas of commonality with other<br />

managers<br />

• Environmental analysis<br />

• Setting roles and priorities<br />

• Selection and development of people<br />

• Shaping the structure of the organization<br />

• Negotiating and consensus building<br />

• Generating and introducing innovation<br />

• Managing the interface between politics and<br />

management (Audit Commission<br />

conceptualisation)<br />

Areas of difference:<br />

• Performance measurement<br />

• efficiency or equity<br />

• public or private processes<br />

425

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