MICHAEL DEMPSEY - Cranfield University

strategy and proposes the use of stakeholder generation and
management models in achieving this.
Issues of physical space and structure are relevant to this research in
two ways. First, the management of them is a component of merger
management, particularly in seeking to achieve greater cultural
cohesion. Secondly, resources available to managers influence,
according to Hales (1999), aspects of managerial activities and
physical resources are likely to be of particular importance precisely
because they are a factor in merger management.
In terms of the Tannenbaum and Schmidt (1993) continuum, likely
management styles in dealing with the contingency of merger are
difficult to identify. They may be a factor of the whole approach to
change management adopted by the union concerned or they may be
left to individual managers. Decisions on merger will be taken by the
members of the unions concerned, so to that extent managers and staff
will be involved only, if at all, in a persuasive capacity. Deadlines will be
set. To this extent, managers may be on the left of the continuum. But,
as Buono and Bowditch (1989) suggest, people management which is
not only sensitive to the context but to the stage the merger has
reached will be required if the benefits of any merger are to be realised.
Kanter (in an address cited in Lorenz 1985) draws attention to the
negative consequences in any change process of people feeling that
they have lost control, are excessively uncertain, are the subject of
surprises or where familiar symbols, such as buildings, are altered.
This indicates a style of management much further over to the right
hand side of the continuum.
In this discussion, various managerial activities have been identified.
They include building commitment; managing change; setting and
monitoring strategic goals; motivation; staff development and training;
setting, dissemination and monitoring of individual goals; delegation;
merger management including cultural management and the
management of physical space. In examining managerial activities in
the case study unions, can any other models render assistance?
What managers do
There is a substantial literature on the topic of ‘what managers do’. This
literature is diverse and dispersed over time, perhaps stretching from
Fayol (1916), Gulick (1937), Carlson (1951), Stewart (1967) through to
Mintzberg’s classic work in 1973. Mintzberg’s principal finding, which
has not been seriously challenged, though it was based on the
observation of only five American Chief Executive Officers, is that the
nature of managerial work, far from being rational and planned as
Fayol might have assumed, is brief, varied, fragmented and highly
interpersonal. He identified ten managerial roles grouped into three
areas – interpersonal roles (figurehead, leader and liaison),
informational roles (monitoring, dissemination and spokesperson) and
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