In most relevant literature, those employed at a senior level in
trade unions are described as 'leaders;' at other levels as
'officers' or 'full time officers.' But unions are complex
businesses. In the UK, one case study union, for example, has a
turnover of well over 170m sterling. This book examines management
in trade unions through the results of a research programme in four
major UK trade unions. It explores what literature there is in this
area, outlines the research, presents findings about the role of
management in trade unions and examines trade union managers
themselves. The argument from the research is that these
individuals accept responsibility for their roles as managers and,
accountable to the members, are performing managerial tasks to
improve the way unions work and how they achieve their goals. This
represents a major contribution to the literature on trade unions
which up till now has rarely appreciated the importance and
significance of management in this context.
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