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MICHAEL DEMPSEY - Cranfield University

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CHAPTERS 5, 6, 7 AND 8 – CASE STUDIES<br />

SECTION TITLE<br />

About the union<br />

Interviewees<br />

Trade union managers<br />

Systems<br />

Systems related to distribution of resources<br />

Systems related to cognitive rules<br />

Systems related to moral rules<br />

Managerial activities<br />

Deploying resources<br />

‘Meaningful’ managerial actions<br />

Merger management<br />

Managerial tasks<br />

Managing by information<br />

Managing through people<br />

• Performance management<br />

• Staff development<br />

• Teams<br />

Managing action<br />

‘Legitimate’ managerial actions<br />

Modes of management<br />

Conclusions<br />

Trade union managers<br />

Systems<br />

Resource distribution<br />

Cognitive rules<br />

Moral rules<br />

Managerial activities<br />

Deploying resources<br />

‘Meaningful’ managerial actions<br />

Merger management<br />

Managerial tasks<br />

Managing by information<br />

Managing through people<br />

Managing action<br />

‘Legitimate’ managerial actions<br />

Modes of management<br />

5<br />

5.<br />

CWU<br />

77<br />

78<br />

79<br />

82<br />

86<br />

94<br />

98<br />

101<br />

108<br />

110<br />

111<br />

113<br />

114<br />

115<br />

118<br />

122<br />

125<br />

126<br />

126<br />

127<br />

127<br />

128<br />

128<br />

128<br />

129<br />

129<br />

129<br />

6.<br />

PCS<br />

131<br />

132<br />

133<br />

136<br />

142<br />

153<br />

158<br />

164<br />

171<br />

173<br />

175<br />

177<br />

180<br />

182<br />

185<br />

193<br />

195<br />

195<br />

196<br />

197<br />

197<br />

198<br />

198<br />

198<br />

199<br />

199<br />

200<br />

7.<br />

UNiFI<br />

202<br />

203<br />

204<br />

206<br />

212<br />

223<br />

229<br />

235<br />

243<br />

245<br />

247<br />

249<br />

250<br />

254<br />

257<br />

264<br />

267<br />

267<br />

268<br />

268<br />

269<br />

269<br />

270<br />

270<br />

271<br />

271<br />

271<br />

8.<br />

UNISON<br />

274<br />

275<br />

276<br />

280<br />

285<br />

297<br />

301<br />

310<br />

313<br />

315<br />

318<br />

321<br />

322<br />

324<br />

326<br />

336<br />

340<br />

340<br />

340<br />

341<br />

342<br />

342<br />

342<br />

343<br />

343<br />

344<br />

344<br />

9. Cross Case Analysis<br />

9.1. Introduction to Chapter nine 346<br />

9.2. Acceptance of managerial roles 346<br />

• The merger context 346<br />

• Managerial roles 349<br />

• Hypotheses 353<br />

9.3. Managing people and physical resources 356<br />

• Merger management 359<br />

• Managing by information 360<br />

• Managing people 361<br />

• Performance management 364<br />

• Staff development 365<br />

• Teams 367

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