MICHAEL DEMPSEY - Cranfield University

PROP 4. How
they undertake
their managerial
roles
TU Principles
PROP 3.
Management as
a problematic
concept – why?
PROP 4. How
they undertake
their roles.
PROP 3 Concept
of Management.
PROP 4. TU
principles
PROP 5.
Boundaries –
political and
power relations
PROP 4. TU
principles
• command or persuasion
• personnel constraints
• length of service and
time perspectives
Taking this as a background, what are the main areas of
similarity and difference and what are the major
constraints?
WHAT DO UNION MANAGERS DO?
• Management styles
• Setting priorities
• Allocating resources.
• Delegation
What has influenced the way you perform these roles?
GENERAL ISSUES ON RELATIONSHIP WITH FTOs
AND REGIONS AS EXEMPLAR OF WHETHER
MANAGEMENT IS PROBLEMATIC
• Do managers ensure regular reporting by
FTOs?
• How often will they interact?
• Level of autonomy of FTOs?
• Extent to which national policy is enforced
through FTOs by managers - level of discretion?
• Relationship with regional offices?
• To what extent do union managers differ from
'officers?' what is their perception of this?
• How do trade union officials and
staff generally view management as a concept?
(Stakeholder Management)
• Do you interface with the lay structure? How? Do
you have a political role as well? Are there any
Ethical issues involved in your approach to the way
you personally manage the interests of the various
stakeholders in the union in the situations we have
been discussing - or generally?
• Are these ethical issues rooted in your values
(TRADE UNION PRINCIPLES AND THEIR
APPLICABILITY TO DECISIONS ON RESOURCE
ALLOCATION OR PROTECTION OF
MINORITIES) and/or in the way the union's
constitution and rule book define the interests of the
various stakeholders - and/or some other root (such
as contractual or exchange relationship)(need to
expand here- this is to examine the issue of
legitimacy and whether it is defined in a legal or
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