Editing Organizing model (section)

==Definition==

The principal aim of the organizing model is that of giving power directly to union members. The organizing model in its ideal type has these features:

* Strong emphasis on the importance of personal contact in organizing. Union officials are, according to Heery, Simms, Simpson, Delbridge, and Salmon, "paid",<ref name="Heery et al" /> as opposed to being volunteers from the union itself.<ref name="Heery et al" /> These are the same people who, had they been employing the service model in their union, would have been offering services to the members, but instead they focus their efforts on organizing the union members to act on their own behalf, rather than simply offering them services.<ref name="Fletcher" />
* To facilitate this type of organization, organizers will often put in long hours talking to workers about their situation, and what they believe the union can help them achieve. Visits to workers' homes will often be a component of this. 
* Acceptance of the view that workers need to take some appreciable responsibility for winning union struggles and making the union strong. 
* The identification and recruitment of volunteer leaders from among the workforce, to spread information about the union and encourage others to join and take action.
* Proactive recruitment drives conducted by either the paid organizers, the volunteers from the union, or both. The important part of the recruitment aspect of the organizing model is, according to Heery, Simms, Simpson, Delbridge, and Salmon, ensuring "the principle of 'like-recruits-like' such that the recruiters have the same demographic and occupational identity as those being recruited."<ref name="Heery et al" /> Though, there can be unions that employ the organizing model without necessarily emphasizing recruitment.<ref name="Fletcher">Fletcher, B., Jr., & Hurd, R. W. (1998). Beyond the organizing model: The transformation process in local
unions [Electronic version]. In K. Bronfenbrenner, S. Friedman, R. W. Hurd, R. A. Oswald & R. L. Seeber
(Eds.) Organizing to win: New research on union strategies (pp. 37-53). Ithaca, NY: ILR Press.
http://digitalcommons.ilr.cornell.edu/articles/322/</ref> 
* As a component of these recruitment drives, Heery, Simms, Simpson, Delbridge, and Salmon also discuss "mapping" <ref name="Heery et al" /> of workplaces as a key component of the organizing model, and they also make it clear that the goal of mapping is to "...identify all members of the workplace and rank them systematically in terms of their propensity to become active in the union."<ref name="Heery et al" /> 
* Proactive campaigning, involving a large commitment of resources and large numbers of members. Heery, Simms, Simpson, Delbridge, and Salmon assert that this campaigning has to be focused on specific "issues and grievances",<ref name="Heery et al" /> rather than campaigning without any specific, tangible goals in mind.<ref name="Heery et al" /> 
* Creative campaigning tactics – including demonstrations, street theatre, media stunts, [[direct action]], [[civil disobedience]], music etc.
* A conception of leadership in which leaders are those willing to take the initiative and contribute effort, rather than one based on authority.  It is often the goal for leadership (as the confidence to initiate organization with others) will spread as broadly as possible.
* Heery, Simms, Simpson, Delbridge, and Salmon also offer "community support"<ref name="Heery et al" /> as a key to the success of the organizing model.<ref name="Heery et al" /> As a way to maintain or even incite this support from the community, Heery, Simms, Simpson, Delbridge, and Salmon suggest "publicising concessions from the employer".<ref name="Heery et al" /> 
* Typically a relatively high level of membership dues relative for industrial—as opposed to craft—unions.