MICHAEL DEMPSEY - Cranfield University

PROP 5.
Boundaries –
political and
power relations
PROP 2.
Reasons why
decisions were
important.
PROP 4.
Stakeholders
socially constructed way)?
• Is your approach to these
stakeholders the same in all
situations- i.e. when might you I
approach their interests in a more
or less positive or negative
way?(this is related to the idea of
'urgency' and the extent to which
this influences stakeholder
salience)
• Practical examples?
C MERGER MANAGEMENT 2
PHYSICAL SPACE AND STRUCTURE
PROCESS
• Was there an interface with the political structure in
relation to physical space decisions? - if so,
describe it.
• Where did the power lie in that interface?
• Who was involved - what were their interests - who
was not involved and might have wanted to be -
who made what decisions - how typical was all this
of the union and how it works?
• How were power relations managed - what did
management do to manage the system (agenda,
biases, use of rationality or rationalisation tocounter
or exercise power)?
• Why were these issues managed in the way they
were?
STRATEGY
• What was the strategy governing the decisions
on physical space and structure which were
taken?
• NATIONAL AND REGIONAL DECISIONS -
cover both.
• How was that strategy formulated and what
were the reasons for it? (e.g. culture, merger,
staff issues, lay member issues, management,
management style, new ways of working,
relations between HO and other levels, other
stakeholder issues)
• What were differing views of the various
stakeholders on that strategy?
• How were the various stakeholders affected by
the decisions which were taken?
• Were there decisions involving particular layout
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