MICHAEL DEMPSEY - Cranfield University

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CONTENTS Abstract 2 Acknowledgments 3 Table of Contents 4 Exhibits 6A 1. Introduction. 7 1.1. Introduction 7 1.2. History, development and research question 7 1.3. An introduction to this research study 9 1.4. Method and contribution 15 2. Literature review 18 2.1. Introduction to Chapter two 18 2.2. Key issues 18 2.3. Organisational issues 20 • Governance 20 • Unions as organisations 22 • The stakeholder perspective 24 • Stakeholder power 31 2.4. Managerial issues 34 • Officers and leaders 34 • Managers and managing 37 • Merger 43 • What managers do 47 2.5. Propositions 51 3. Methodology 53 3.1. Introduction to Chapter three 53 3.2. Philosophical approach 54 • Realism 56 3.3. Case studies 62 3.4. Cases and interviewees 64 • Interviewees 65 3.5. Interviews 66 • Opening of interview 67 • Union managers 67 • Stakeholders and governance 67 • Merger management, including physical space 68 3.6. Data analysis 68 3.7. Triangulation, bias and tests 70 4. Introduction to case studies 75 4.1. Explanation of chapter 75 4.2. Framework of case studies 75 4
CHAPTERS 5, 6, 7 AND 8 – CASE STUDIES SECTION TITLE About the union Interviewees Trade union managers Systems Systems related to distribution of resources Systems related to cognitive rules Systems related to moral rules Managerial activities Deploying resources ‘Meaningful’ managerial actions Merger management Managerial tasks Managing by information Managing through people • Performance management • Staff development • Teams Managing action ‘Legitimate’ managerial actions Modes of management Conclusions Trade union managers Systems Resource distribution Cognitive rules Moral rules Managerial activities Deploying resources ‘Meaningful’ managerial actions Merger management Managerial tasks Managing by information Managing through people Managing action ‘Legitimate’ managerial actions Modes of management 5 5. CWU 77 78 79 82 86 94 98 101 108 110 111 113 114 115 118 122 125 126 126 127 127 128 128 128 129 129 129 6. PCS 131 132 133 136 142 153 158 164 171 173 175 177 180 182 185 193 195 195 196 197 197 198 198 198 199 199 200 7. UNiFI 202 203 204 206 212 223 229 235 243 245 247 249 250 254 257 264 267 267 268 268 269 269 270 270 271 271 271 8. UNISON 274 275 276 280 285 297 301 310 313 315 318 321 322 324 326 336 340 340 340 341 342 342 342 343 343 344 344 9. Cross Case Analysis 9.1. Introduction to Chapter nine 346 9.2. Acceptance of managerial roles 346 • The merger context 346 • Managerial roles 349 • Hypotheses 353 9.3. Managing people and physical resources 356 • Merger management 359 • Managing by information 360 • Managing people 361 • Performance management 364 • Staff development 365 • Teams 367
Page 1 and 2: CRANFIELD UNIVERSITY MICHAEL DEMPSE
Page 3: ACKNOWLEDGMENTS It is, as they say
Page 7 and 8: 1.1. INTRODUCTION CHAPTER ONE: INTR
Page 9 and 10: hindsight, this seems as though it
Page 11 and 12: Union organisation is often very co
Page 13 and 14: elected members of both unions went
Page 15 and 16: considerable cultural differences b
Page 17 and 18: maintenance and improvement of the
Page 19 and 20: with managerial tasks of achieving
Page 21 and 22: trade unions; it is easy to see the
Page 23 and 24: Undy et al (1996) extend this model
Page 25 and 26: can affect or who is affected by th
Page 27 and 28: activist, regulatory and client/cus
Page 29 and 30: managers approached their relations
Page 31 and 32: Stakeholder power The discussion ab
Page 33 and 34: The most radical of UNISON’s poli
Page 35 and 36: Kelly and Heery’s (1994) findings
Page 37 and 38: inappropriate to the needs of volun
Page 39 and 40: trade unions. In the past, these mi
Page 41 and 42: about to lock out a significant num
Page 43 and 44: management, the researcher is under
Page 45 and 46: One specific issue is relevant to t
Page 47 and 48: strategy and proposes the use of st
Page 49: not unusual, though this does not r
Page 52 and 53: 4. Trade union principles 1 influen
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themselves as trade union managers
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for example, which caused so much s
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positing some underlying mechanism
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Unclear boundaries between managers
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3.3. CASE STUDIES Yin (1994:13) def
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• External validity: establishing
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to achieve some element of gender b
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Merger management, including physic
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undertook. Nodes which contained no
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and stored on CD Rom. Thus, a compl
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a. Developed for this paper Brief d
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their unions as involving leadershi
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Clapham but actually much nearer Cl
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Trade union managers Dunlop’s (19
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Resource distribution systems Some
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Resource distribution systems that'
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Cognitive rules and culture Some of
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Cognitive rules and culture system.
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Cognitive rules and culture operati
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Cognitive rules and culture dealing
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Moral rules and trade union princip
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Deploying resources structures do n
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Deploying resources The deployment
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Merger management The merger was al
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Merger management This will obvious
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Merger management from the Clapham
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Managing by information finalised y
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Managing through people We will com
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Performance management Constantly
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Teams Staff development ideally ari
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Managing action - leadership everyt
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‘Legitimate’ managerial actions
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Modes of management - styles proper
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Modes of management - styles of the
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Conclusions managers. There is insu
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Conclusions Management of the conse
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Conclusions 130
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CPSA, a relatively modern, and unde
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Trade union managers and this is co
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Resource distribution systems there
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Resource distribution systems blip.
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Resource distribution systems There
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Cognitive rules and culture Systems
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Cognitive rules and culture a bit r
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Cognitive rules and culture For the
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Cognitive rules and culture A view
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Cognitive rules and culture There i
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Cognitive rules and culture It crys
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Deploying resources wonderful discu
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Deploying resources themselves elec
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Deploying resources Some department
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Merger management because they woul
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Merger management you knew people t
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Merger management that it would be
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Merger management different structu
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Managing by information Eastbourne
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Managing through people strike acti
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Performance management At least one
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Staff development members to set up
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Teams life changing, fantastic -- I
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Managing action - leadership To try
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Managing action - leadership are th
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Modes of management - styles In a u
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Conclusions Systems for allocation
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Conclusions own, in some cases. The
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Conclusions The PCS Rule Book has b
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CHAPTER SEVEN MANAGERS IN UNiFI Abo
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Trade union managers Gwyn Bates, Na
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Resource distribution systems Syste
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Resource distribution systems someb
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Resource distribution systems It wa
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Cognitive rules and culture Whilst
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Cognitive rules and culture In the
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Cognitive rules and culture committ
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Cognitive rules and culture I think
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Cognitive rules and culture against
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Cognitive rules and culture What we
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Deploying resources union principle
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Deploying resources And there was a
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Deploying resources expressed by so
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Merger management Other structures
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Merger management telling me that t
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Merger management I am a big believ
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Merger management happen and we dis
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Managing by information I will prob
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Managing through people that standa
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Performance management We impose a
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Teams suggests that staff developme
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Teams We've got 12 groups and group
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Managing action - leadership I very
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Managing action - leadership Sadly,
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Modes of management - styles Modes
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Modes of management - styles It wou
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Conclusions plan space. This is not
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Conclusions principle of company co
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Conclusions support a suggestion th
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CHAPTER EIGHT MANAGERS IN UNISON Ab
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Trade union managers Bob Abberley,
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Trade union managers One of the rea
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Resource distribution systems Syste
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Resource distribution systems It is
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Resource distribution systems It he
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Cognitive rules and culture NALGO o
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Cognitive rules and culture COHSE o
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Cognitive rules and culture I think
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Cognitive rules and culture Despite
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Cognitive rules and culture The sam
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Cognitive rules and culture nationa
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Deploying resources mapped against
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Deploying resources the different p
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Deploying resources staff clearly,
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Deploying resources Another manager
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Merger management ‘Meaningful Man
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Merger management lot of people wer
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Managing by information I think one
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Managing through people moved last
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Performance management criticisms t
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Performance management doing so bad
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Teams There are more tools now, the
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Managing action - leadership A numb
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Modes of management - styles I alwa
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Modes of management - styles When p
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Conclusions 8.17. CONCLUSIONS Trade
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Conclusions Managerial Activities D
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Conclusions mentioned. But there is
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Trade union managers CHAPTER NINE:
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Furthermore, the exhibit enables ju
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Another symptom is whether manageme
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organisational members waited to se
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colleagues in senior positions acce
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there are factors contingent on mer
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their managerial roles were in some
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the impact which integration would
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development. The fourth was team wo
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The negative words and phrases are,
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translate those principles into man
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In CWU, however, there was more amb
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9.4. STAKEHOLDER MANAGEMENT As with
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were also working in a conflictual
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Boundaries A word mentioned frequen
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• Policy and political boundaries
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One would assume that unions where
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Financial systems and planning At t
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Proposition 1 Trade union managers
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CHAPTER TEN: CONCLUSIONS 10.1. INTR
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development. In the event, links we
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objectives. But managers do not in
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whether there is a match between ma
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Exhibit 9.8 summarises staff develo
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technological systems and the appoi
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Chapter 9, and Exhibit 9.10, discus
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that whichever party is gaining aut
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interests of the members of the org
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10.3. THEORY REPLICATED OR CONFIRME
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organisations. So using Cornforth
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divisions causing relative weakness
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conversation, seems prepared to cou
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I discovered NVivo and I needed con
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Brummer J.J. (1991) Corporate respo
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Hartley R. C. (1982) The Framework
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Rhenman E. (1964) Foretagsdemokrati
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418
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420
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422
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424
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PROP 4. How they undertake their ma
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PROP 2. Importance of physical spac
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430
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APPENDIX 4: EXTRACT FROM STAGE 2 NO
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434 regarded themselves as people o
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• Relating their actions in some
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438
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MICHAEL DEMPSEY - Cranfield University

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