MICHAEL DEMPSEY - Cranfield University

Deploying resources
structures do not provide for membership ballots as a matter of course.
In the practical world in which CWU managers work, it is necessary for
them to work with those structures rather than rail against them when
there is little prospect of major change. This may account for the
comparatively low level of observations on the issue. Nevertheless, it is
possible to discern systems of moral rules which impact on the way in
which managers perceive their roles
Managerial Activities
Deploying resources
5.10. As has been discussed, systems of financial control in CWU are
undeveloped but the subject of aspirations for improvement. As in all
areas of the union’s life, however, these are affected by the strategic
planning process which has been introduced into the union. This seeks
to set financial objectives for the union, consistent with the objectives of
the Strategic Plan, which can be monitored. The Senior Deputy
General Secretary is identified as the manager with this responsibility
and he sees the process as helping to
achieve more transparency in the union’s finances
The objectives are to make a modest surplus of current income over
current expenditure and to ensure effective control over, and good use
of, the union’s income. To this end, the Plan seeks to:-
• reduce expenditure by 5%
• aim for a surplus of 2% each year
• work towards a financial information system providing better
visibility of actual costs of activities and a control system that
gives more information and control to individual budget
holders
• submit quarterly accounts to the EC
• prioritise organisation and recruitment work by making an
assessment of expenditure and considering how sustainable
increases can be achieved
• create a special fund for organisation and recruitment
contributed to by branches (CWU Strategic Plan 2002)
These objectives clearly provide a strategic dimension to the
management of the union’s resources. We have already seen that
managers are seeking to achieve change at the centre so that can be
demonstrated in the union as a whole that financial discipline needs to
be exercised at all levels. The Finance Department Strategic Plan
discusses all these strategic objectives before setting itself a series of
its own strategic objectives, including:-
• producing detailed monthly financial reports for the NEC
• designing a financial management system providing quality
relevant information
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