MICHAEL DEMPSEY - Cranfield University

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Unclear boundaries between managers and lay member stakeholders Political and power relations Acceptance of managerial roles EXHIBIT 3.2 Conceptual model Trade union principles The way trade union managers undertake their roles Factors arising from trade union mergers 60 Experiences of trade union officials The problematic nature of management The strategic role of physical space and physical structure
Research Element Research focus Macro, social organisation CONTEXT Values, traditions, forms of social and economic organisation and power relations. 61 Intermediate social organisation Contingent factors described in Chapter 2 H SETTING I S T O R Social Activity Y Face to face activity by participants involved in the contexts and SITUATED settings described above. ACTIVITY Managerial activities. Self–identity and individual experience SELF As these are influenced by the above sectors and as they interact with the individual. Specific managerial activities. EXHIBIT 3.3. Resource map for realist research – adapted from Layder (1993)
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CRANFIELD UNIVERSITY MICHAEL DEMPSE
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ACKNOWLEDGMENTS It is, as they say
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CHAPTERS 5, 6, 7 AND 8 - CASE STUDI
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1.1. INTRODUCTION CHAPTER ONE: INTR
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Page 11 and 12: Union organisation is often very co
Page 13 and 14: elected members of both unions went
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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
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Page 37 and 38: inappropriate to the needs of volun
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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
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Page 49: not unusual, though this does not r
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Page 62 and 63: 3.3. CASE STUDIES Yin (1994:13) def
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Page 68 and 69: Merger management, including physic
Page 70 and 71: undertook. Nodes which contained no
Page 72 and 73: and stored on CD Rom. Thus, a compl
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Page 78 and 79: Clapham but actually much nearer Cl
Page 80 and 81: Trade union managers Dunlop’s (19
Page 82 and 83: Resource distribution systems Some
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Page 86 and 87: Cognitive rules and culture Some of
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Page 94 and 95: Moral rules and trade union princip
Page 96 and 97: Moral rules and trade union princip
Page 98 and 99: Deploying resources structures do n
Page 100 and 101: Deploying resources The deployment
Page 102 and 103: Merger management The merger was al
Page 104 and 105: Merger management This will obvious
Page 106 and 107: Merger management from the Clapham
Page 108 and 109: 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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Moral rules and trade union princip
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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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