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ORGANIZED LABOR AND
THE MANAGEMENT COMMUNITY:
AN OVERVIEW
SUMMARY
Despite continuing management enmity, unionism has shown absolutely no tendency to
retreat. Over five times as many workers are union members today as was the case in 1932, and the
labor union seems to be very much here to stay. Indeed, union strength is highly concentrated in
areas that are strategic to our economy and thus labor has an influence that is actually understated
by simple membership totals.
The fast-growing white collar sector, however, has been relatively unreceptive to unions.
Several reasons involving union imagery, weak union leadership, and certain unique general white
collar characteristics that might work against unionization in any event are probably responsible for
this. On the other hand, there are also grounds for union optimism here. Highly visible union
successes in increasing blue collar wages may attract white collar workers. So, too, might the advent
to unionism of governmental employees, in the process weakening the traditional association of
organized labor with manual work. Improved prospects for more able labor leadership and the
increasingly less enviable atmosphere in which many white collar employees work may also help
unions organize in the white collar sector. From the union viewpoint, cases for both pessimism and
optimism can be erected.
The many workers who have joined unions would appear to have done so because of a broad
network of needs on their part. Of these, the needs for safety, social affiliation, and to a lesser extent,
self-esteem, appear to be of primary importance to employees in contemporary America. Similarly,
the management resistance to union inroads is also derived from a wide array of specific causes,
even though the desire to retain decision-making authority in managerial hands lies at the heart of
most of them.
In the governmental employee sector, the considerable recent union penetration appears to
have stemmed primarily from favorable legal developments, from the public servant’s increasing
unhappiness as remuneration packages have fallen farther and farther behind that of private
employment, and from the general collective action spirit of the times. Controversy continues as to
whether public servants should be allowed the strike weapon, with increasing support for granting it
to many of them (policemen and firemen not included) under certain conditions. More ominous
tidings for public sector unionism, however, now seem to lie in the general taxpayers’ revolt and its
corollary messages that “labor peace” at any price is no longer acceptable to the electorate, and that
public officials can perhaps fare well with the voters by standing up to unions.
In overview, chapter 1 also touches upon the general progress made in the union-
management relationship in the relatively recent past, and the vulnerability of this relationship
(despite the progress) to governmental control because of the increasingly high level of public
expectation concerning collective bargaining.