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The Blair SupremacyA study in the politics of Labour's party management$
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Lewis Minkin

Print publication date: 2014

Print ISBN-13: 9780719073793

Published to Manchester Scholarship Online: September 2014

DOI: 10.7228/manchester/9780719073793.001.0001

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Managing the party conference

Managing the party conference

Chapter:
(p.333) 11Managing the party conference
Source:
The Blair Supremacy
Author(s):

Lewis Minkin

Publisher:
Manchester University Press
DOI:10.7228/manchester/9780719073793.003.0012

Blair’s first conference as Leader in 1994 had been less of a voting triumph than the skilful spin suggested. In 1995, multitasking of managerial organisation, conducted like a military operation, began the attempt to secure total control. This chapter examines a range of motivations and mechanisms of management which covered intensively every aspect of influence over the conference policymaking process. Management is scrutinised in the light of changes in conference voting weight, the variable adherence to the new process of Partnership in Power and the changing responses, and unanticipated consequences that these produced. Management relations with the unions remained a corner-stone of stability but by 2000 began to be undermined as a result of growing distrust of management behaviour following the pensions revolt.

Keywords:   Multitasking, Management and total control, Voting weight, Partnership in Power, Responses, Outcomes, Instability, Union distrust

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