MICHAEL DEMPSEY - Cranfield University

• Specifically, equating their
managerial orientation to the
values and ethics which led
them to become trade
unionists in the first place. New
code: ethics principles
• Understanding that the way
managers behave has a
relationship to the culture of
their own unions, or to their
experience as trade unionists
in either old or new unions, or
both, or the processes which
often arise from them. New
code:culture/experience/pro
cesses
435
and personal qualities and the
respect that had engendered.
Managers saw fairness as being a
key factor (though it was sometimes
coupled it with firmness as a
description of an approach to
management). Consistency and
managing by example were similarly
identified.
Emotional intelligence was identified
by two Unison managers as fitting
with their values. Values identified
include; avoiding managerial
imposition and abuse of process;
treating people as you would expect
to be treated yourself; democracy;
identifying areas of commonality;
nurturing people; ‘trade union values’;
developing people; valuing the
individual; diversity; adherence to
what the union is trying to achieve;
openness transparency, involvement,
consultation, participation, fairness
equity and compassion; no
compulsory redundancies; a belief in
how people should be treated;
practise what you preach. Though
one manager commented that being
a firm employer and preventing staff
taking the rise was not inconsistent
with these values and another said
that if you want to be a priest of a
nun, fuck off to a nunnery.
Culture was recognised as a
significant factor. Equal opportunities
was one such cultural issue, either in
the positive sense or as leaving
managers to cope with a male
dominated culture, one where
emotion was avoided, in which
uncertainty could not be expressed or
in which blame was more common.
These cultures often arose, it was
perceived, from one or other of the
partner unions in a merger. It was
suggested that unions had a culture
of believing they were different from
everyone else, particularly where
decisive management was required;